Monday, September 03, 2007
Provocateurs, Ghosts, Accomplices, And Starz
Konstantin Akinsha writes about the Moscow Biennale of Contemporary Art + interest (s) in Russian art circles about new ideas, concepts and interpretations + other viewpoints @ http://artnews.com/issues/article.asp?art_id=1821
Hidden Glory
I liked the poem because of the inspiring note + the passion factor.
It is a feeling that Mr and Mrs Fred Richards, of Murrarie, Brisbane, Australia expressed very clearly in the poem in stone which they dedicated to Mr Gan Timur because of his love for agate.
The verse was written by Mrs Edna Richards in praise of Queensland’s beautiful rainbow agate. She calls it ‘Hidden Glory’ and it reads:
A man picked up a stone one day,
While walking beside a stream;
He looked at it, then threw it away,
It chipped and lo! a gleam.
He took it home and studied it,
And saw to his surprise,
That beauty lay beneath its crust;
It was indeed a prize.
When cut through with a diamond saw
A picture did unfold
Of hills and dales, red sunset, too,
A glory to behold.
So, whenever you see an ugly stone,
Don’t pass it by with scorn;
It may contain a treasure trove
Just waiting to be born.
These words now glitter in a panel of blue and gold at the Richard’s home. Each of the 478 letters has been cut and polished from one of a score of different Australian rocks and gemstones. It was a labor of love that took Fred Richards 300 hours. The result combines jasper, agate, chrysoprase, prase, trachyte, rhyolite, petrified wood, common opal, obsidian, onyx, grass stone, aventurine quartz, blue sodalite, tourmaline, rock crystal, amethyst, pitchstone and granite.
It is a feeling that Mr and Mrs Fred Richards, of Murrarie, Brisbane, Australia expressed very clearly in the poem in stone which they dedicated to Mr Gan Timur because of his love for agate.
The verse was written by Mrs Edna Richards in praise of Queensland’s beautiful rainbow agate. She calls it ‘Hidden Glory’ and it reads:
A man picked up a stone one day,
While walking beside a stream;
He looked at it, then threw it away,
It chipped and lo! a gleam.
He took it home and studied it,
And saw to his surprise,
That beauty lay beneath its crust;
It was indeed a prize.
When cut through with a diamond saw
A picture did unfold
Of hills and dales, red sunset, too,
A glory to behold.
So, whenever you see an ugly stone,
Don’t pass it by with scorn;
It may contain a treasure trove
Just waiting to be born.
These words now glitter in a panel of blue and gold at the Richard’s home. Each of the 478 letters has been cut and polished from one of a score of different Australian rocks and gemstones. It was a labor of love that took Fred Richards 300 hours. The result combines jasper, agate, chrysoprase, prase, trachyte, rhyolite, petrified wood, common opal, obsidian, onyx, grass stone, aventurine quartz, blue sodalite, tourmaline, rock crystal, amethyst, pitchstone and granite.
What Makes A Painting A Painting?
Linda Yablonsky writes about new interpretations of painting by the experts, and artists of all colors and disguises + the hybrid, the crossover, the many-splendored concepts in the art arena + other viewpoints @ http://artnews.com/issues/article.asp?art_id=1824
A Gem Miner's Tip
The golden rule on mine dumps is to look for the spots where the grass and weeds are growing undisturbed. Those are the best places to search for gems.
Life’s A Gamble, But Worth The Risk
I think Bob is right. It's a unique reflection when you realize how impermanent our world is. A minute you are Mr Somebody, and the next minute you're gone.
(via NationMultimedia) Bob Kimmins writes:
As you drive to work every morning, are you aware that your chance of dying in a crash is 84 to 1? This means that anyone placing a Bt 100 bet on that untimely end would stand to win Bt 8400. Life is a gamble, and everything we do involves some sort of risk, from high-chance favorites such as road accidents and disease to long shots like choking on a banana.
And I wonder what the odds would have been in 1923 when jockey Frank Hayes died of a heart attack during a horserace, with his mount, Sweet Kiss, finishing first and Hayes still in the saddle. Perhaps it’s uncertainty in life that leads people into gambling—a subconscious effort to overcome fate. Anthropologists agree that gambling was in evidence 4000 years ago in China, India, Egypt and Rome. Dice dating back to 1500 BC were found in Thebes, and related writing were discovered on tablets in the Pyramid of Cheops. Thailand, too, has a rich history of gambling.
More than 1000 years ago, bean guessing was probably the earliest game of chance in the Land of Smiles, and in the 1800s King Rama III legalized gambling to generate tax revenue. That decision led to widespread debt and bankruptcy and increased crime, however, so King Rama V outlawed it again.
In a turnabout decision, just after World War II, the Finance Ministry became responsible for running legal casinos—only for the well to do. But the law was flouted by allowing all comers to play, and the resulting debts and decline in social values prompted the ultimate clampdown.
(via NationMultimedia) Bob Kimmins writes:
As you drive to work every morning, are you aware that your chance of dying in a crash is 84 to 1? This means that anyone placing a Bt 100 bet on that untimely end would stand to win Bt 8400. Life is a gamble, and everything we do involves some sort of risk, from high-chance favorites such as road accidents and disease to long shots like choking on a banana.
And I wonder what the odds would have been in 1923 when jockey Frank Hayes died of a heart attack during a horserace, with his mount, Sweet Kiss, finishing first and Hayes still in the saddle. Perhaps it’s uncertainty in life that leads people into gambling—a subconscious effort to overcome fate. Anthropologists agree that gambling was in evidence 4000 years ago in China, India, Egypt and Rome. Dice dating back to 1500 BC were found in Thebes, and related writing were discovered on tablets in the Pyramid of Cheops. Thailand, too, has a rich history of gambling.
More than 1000 years ago, bean guessing was probably the earliest game of chance in the Land of Smiles, and in the 1800s King Rama III legalized gambling to generate tax revenue. That decision led to widespread debt and bankruptcy and increased crime, however, so King Rama V outlawed it again.
In a turnabout decision, just after World War II, the Finance Ministry became responsible for running legal casinos—only for the well to do. But the law was flouted by allowing all comers to play, and the resulting debts and decline in social values prompted the ultimate clampdown.
Saturday, September 01, 2007
Robert Redford
I can't think of anything outside of having the gift yourself and creating yourself. I can't think of the next better thing to do than being able to put it back. Creative expression, I think, is vital to the success of any society. ... A society without art will die.
Friday, August 31, 2007
Less Troubled Waters
The Economist writes about detergents that can be switched on and off, a new spin-off in chemistry with wide applications + other viewpoints @ http://www.economist.com/science/tq/displaystory.cfm?story_id=9677960
It would be interesting to explore how it works in gemstone cleaning + treatments in the future.
It would be interesting to explore how it works in gemstone cleaning + treatments in the future.
Cultured Pearl Terminology
There are many interpretations on cultured pearl (s) terminology in the industry.
(via Gems & Gemology) According to H A Hanni, a leading expert in gemology, all cultured pearls are tissue nucleated.
The terms bead nucleated and tissue nucleated are often used. The combination of these two terms creates the idea that a cultured pearl is nucleated with either a bead or a piece of mantle tissue, and the term nucleation suggests that there is something in the center of the cultured pearl, either a bead or tissue graft. However, the former does not lead to a cultured pearl if no tissue is added.
And, since all cultured pearls start with a piece of mantle tissue, this expression does not adequately differentiate between the two types. It is thus confusing and of no use. Further, the term tissue nucleated causes people to think that the grafted tissue is in the cultured pearl. However, research has indicated that tissue cells from the transplant become part of the pearl sac and do not remain as a residue in the center of the pearl. They do not form a nucleus. The X-ray visible dark structure in the center of these cultured pearls is often a void and preliminary precipitation from the growing surface of what will become the pearl sac. The transplanted mantle-tissue cells that produce the nacre grow into a pearl sac by multiple cell division, making a small pocket. This pocket produces an initial crust of a CaCO3 on its inner surface, but this crust does not completely fill the space, leading to the cavity in the center of a beadless cultured pearl.
H A Hanni proposed the following suggestions to CIBJO commission:
- Omission of the terms nucleus, nucleation, bead nucleated, tissue nucleated.
- Use of the term grafting for the introduction of mantle-tissue cells (with or without a bead).
- Use of the term beading for the introduction of a material that gives the shape to the pearl sac (to grow or already present), regardless of the shape of that bead.
- Use of the terms beaded-cultured pearl and non-beaded (beadless) cultured pearl for the resulting products.
CIBJO have included the above proposals for their Pearl Book.
(via Gems & Gemology) According to H A Hanni, a leading expert in gemology, all cultured pearls are tissue nucleated.
The terms bead nucleated and tissue nucleated are often used. The combination of these two terms creates the idea that a cultured pearl is nucleated with either a bead or a piece of mantle tissue, and the term nucleation suggests that there is something in the center of the cultured pearl, either a bead or tissue graft. However, the former does not lead to a cultured pearl if no tissue is added.
And, since all cultured pearls start with a piece of mantle tissue, this expression does not adequately differentiate between the two types. It is thus confusing and of no use. Further, the term tissue nucleated causes people to think that the grafted tissue is in the cultured pearl. However, research has indicated that tissue cells from the transplant become part of the pearl sac and do not remain as a residue in the center of the pearl. They do not form a nucleus. The X-ray visible dark structure in the center of these cultured pearls is often a void and preliminary precipitation from the growing surface of what will become the pearl sac. The transplanted mantle-tissue cells that produce the nacre grow into a pearl sac by multiple cell division, making a small pocket. This pocket produces an initial crust of a CaCO3 on its inner surface, but this crust does not completely fill the space, leading to the cavity in the center of a beadless cultured pearl.
H A Hanni proposed the following suggestions to CIBJO commission:
- Omission of the terms nucleus, nucleation, bead nucleated, tissue nucleated.
- Use of the term grafting for the introduction of mantle-tissue cells (with or without a bead).
- Use of the term beading for the introduction of a material that gives the shape to the pearl sac (to grow or already present), regardless of the shape of that bead.
- Use of the terms beaded-cultured pearl and non-beaded (beadless) cultured pearl for the resulting products.
CIBJO have included the above proposals for their Pearl Book.
The New Serenity
Steven Litt writes about the incredible visual experience created by architects + the cultural expressions and financial opportunities + other viewpoints @ http://artnews.com/issues/article.asp?art_id=1696
India’s Import Duty Exemption: Curse Or Blessing?
Chaim Even-Zohar writes about the Indian diamond industry + the tax methodology + other viewpoints @ http://www.idexonline.com/portal_FullEditorial.asp
Francis Ford Coppola
Listen, if there's one sure-fire rule that I have learned in this business, it's that I don't know anything about human nature.
Thursday, August 30, 2007
The Great Late Salvador Dalí
George Stolz writes about Salvador Dali's painting, sculpting, film, writing, design, and fashion careers + his strange brand of reactionary personality + other viewpoints @ http://artnews.com/issues/article.asp?art_id=1673
Diamonds Forever, For Everyone
Gem Merchants: (via Economic Times + Times News Network) Ritwik Donde writes:
Although born with a silver spoon, it was gold and diamonds that Mehul Choksi was more interested in. The chairman and CEO of the Rs 3,500-crore Geetanjali Group has been considered by many as one of the architects of the present-day organised retail jewellery market.
After completing his studies, Choksi joined the family business as he thought that having a practical understanding is always better than cramming oneself with theories. With the initial money that he took from his father, he diversified the family business from a pure trading-led enterprise to a marketing-oriented retail format. And this is just the beginning, he says.
After convincing his investors about the benefits of a retail format, Choksi targeted the government undertaking MMTC (Minerals and Metals Trading Corporation) to kick start his retail venture. "I used to queue up in front of the MMTC office to get the best offer. And it was through this order that I was able to earn my first million," he says.
It was a bit easier for me to earn my first revenue as I entered the diamond market when it was at a high, he adds. At the same time, he also started to sell his product at the Zaveri Bazaar in Mumbai directly to end customers. In 1985, Choksi decided it was high time that he produced what he sold. And thus, his company ventured into manufacturing.
"It was during this time, that the Gold Control Act was lifted and we looked at the opportunity in mass production of jewellery," he recalls. He also travelled extensively through to collect international clientele. "There were times when I had to travel three countries in a single day to meet clients," Choksi says.
But the most difficult times were yet to come. According to Choksi, he had a harrowing time convincing the organised retailers to house his branded jewellery in their shops. "Brands for a gold or diamond product were relatively unknown during the early 1990s. I had to convince department stores to keep my jewellery instead of cakes and biscuits," he says.
Not many readily agreed, for the consumer, who relied heavily on the family-run, small jewellery shops, had to be convinced of the branding strategy for Choksi’s products. Moreover, he also had to drive home the point that a diamond was not just meant for the rich and famous but the middle-income group too could afford it. "We helped democratise the diamond in India," Choksi says.
As of now, the company already has some of the leading jewellery brands such as D’damas, Nakshatra, Sangini and Asmi under its umbrella and it plans to acquire more brands in the near future. The idea is to reach consumers at all levels.
To attain this objective, the company is now planning a Rs 500-crore investment in building a gem and jewellery SEZ that would cater to the entire value chain of the industry, from manufacturing to retail. Moreover, it also plans to venture into other lifestyle products such as silverware and watches, in addition to catering to the lifestyle needs for high end weddings. "We want to manufacture these products and would also look at partnerships with foreign brands," says Choksi. All that glitters is indeed gold for this enterprising entrepreneur.
Although born with a silver spoon, it was gold and diamonds that Mehul Choksi was more interested in. The chairman and CEO of the Rs 3,500-crore Geetanjali Group has been considered by many as one of the architects of the present-day organised retail jewellery market.
After completing his studies, Choksi joined the family business as he thought that having a practical understanding is always better than cramming oneself with theories. With the initial money that he took from his father, he diversified the family business from a pure trading-led enterprise to a marketing-oriented retail format. And this is just the beginning, he says.
After convincing his investors about the benefits of a retail format, Choksi targeted the government undertaking MMTC (Minerals and Metals Trading Corporation) to kick start his retail venture. "I used to queue up in front of the MMTC office to get the best offer. And it was through this order that I was able to earn my first million," he says.
It was a bit easier for me to earn my first revenue as I entered the diamond market when it was at a high, he adds. At the same time, he also started to sell his product at the Zaveri Bazaar in Mumbai directly to end customers. In 1985, Choksi decided it was high time that he produced what he sold. And thus, his company ventured into manufacturing.
"It was during this time, that the Gold Control Act was lifted and we looked at the opportunity in mass production of jewellery," he recalls. He also travelled extensively through to collect international clientele. "There were times when I had to travel three countries in a single day to meet clients," Choksi says.
But the most difficult times were yet to come. According to Choksi, he had a harrowing time convincing the organised retailers to house his branded jewellery in their shops. "Brands for a gold or diamond product were relatively unknown during the early 1990s. I had to convince department stores to keep my jewellery instead of cakes and biscuits," he says.
Not many readily agreed, for the consumer, who relied heavily on the family-run, small jewellery shops, had to be convinced of the branding strategy for Choksi’s products. Moreover, he also had to drive home the point that a diamond was not just meant for the rich and famous but the middle-income group too could afford it. "We helped democratise the diamond in India," Choksi says.
As of now, the company already has some of the leading jewellery brands such as D’damas, Nakshatra, Sangini and Asmi under its umbrella and it plans to acquire more brands in the near future. The idea is to reach consumers at all levels.
To attain this objective, the company is now planning a Rs 500-crore investment in building a gem and jewellery SEZ that would cater to the entire value chain of the industry, from manufacturing to retail. Moreover, it also plans to venture into other lifestyle products such as silverware and watches, in addition to catering to the lifestyle needs for high end weddings. "We want to manufacture these products and would also look at partnerships with foreign brands," says Choksi. All that glitters is indeed gold for this enterprising entrepreneur.
Related link:
Chocolate Art
Original Art works, completely edible, made from 100% cocoa products. Chocolatier Jeff Shepherd offers his original artworks to the public for display, or to enjoy as an edible art experience. 6"x 4" White chocolate canvases, dark chocolate frames, and cocoa butter paint make these unique and exciting artworks a satisfying experience on many levels. Because these pieces are true art, no two are alike.
www.lilliebellefarms.com
Nicholas’s Sugar & Chocolate Art
www.sugarchoc.com
Art that's good enough to eat
http://www.bbc.co.uk/gloucestershire/focus/2005/04/chocolate.shtml
www.lilliebellefarms.com
Nicholas’s Sugar & Chocolate Art
www.sugarchoc.com
Art that's good enough to eat
http://www.bbc.co.uk/gloucestershire/focus/2005/04/chocolate.shtml
Are Swarovski Crystals Losing Their Shine?
Emine Saner writes about the Austrian company Swarovski + its own theme park, Kristallwelten, in the Austrian Tyrol + other viewpoints @ http://lifeandhealth.guardian.co.uk/fashion/story/0,,2157282,00.html
Wednesday, August 29, 2007
Brain Scans Pinpoint How Chocoholics Are Hooked
Tristan Farrow writes about chocolate vs brain link + habit-forming behavioral patterns in men vs women + the sight and taste link + other viewpoints @ http://www.guardian.co.uk/uk_news/story/0,,2157226,00.html
It wouldn't be a bad idea to use functional magnetic resonance imaging to scan the brains of gem and jewelry shoppers across the world and see what comes out of the research. I am more curious as to what happens in the three regions thought to be important in pleasure sensation and addictive behavior - the orbitofrontal cortex, the ventral striatum and the cingulate cortex of the shoppers.
It wouldn't be a bad idea to use functional magnetic resonance imaging to scan the brains of gem and jewelry shoppers across the world and see what comes out of the research. I am more curious as to what happens in the three regions thought to be important in pleasure sensation and addictive behavior - the orbitofrontal cortex, the ventral striatum and the cingulate cortex of the shoppers.
The Jefferson Bottles
Patrick Radden Keefe writes about the most expensive bottle of wine that was sold at Christies in London on December 5, 1985 (it had no label, but etched into the glass in a spindly hand was the year 1787, the word “Lafitte,” and the letters “Th.J.”) + the real characters behind the mystery label + other viewpoints @ http://www.newyorker.com/reporting/2007/09/03/070903fa_fact_keefe
The story reminds me of spectacular mistakes made by experts based on experience and presumptions in gem identifiction (with/without testing equipments) + origin determination (with/without sophisticated analytical instruments) + the crazy prices collectors pay based on opinions by the same experts + the forgers ability to fool experts. In my view pricey gemstones and wines + their grading, provenance and pricing based on subjective concepts surprises me, all the time, yet collectors go for it with full knowledge that the product (s) they are buying may or may not be the real stuff.
The story reminds me of spectacular mistakes made by experts based on experience and presumptions in gem identifiction (with/without testing equipments) + origin determination (with/without sophisticated analytical instruments) + the crazy prices collectors pay based on opinions by the same experts + the forgers ability to fool experts. In my view pricey gemstones and wines + their grading, provenance and pricing based on subjective concepts surprises me, all the time, yet collectors go for it with full knowledge that the product (s) they are buying may or may not be the real stuff.
Underrated/Overrated
Hilarie M. Sheets writes about the metamorphic state of artists + other viewpoints @ http://artnews.com/issues/article.asp?art_id=1668
The DTC’s Iron Lady And The Politics On The Way To The Top
Chaim Even-Zohar profiles Varda Shine @ http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24564
Coffee Art Gallery
The artwork is painted entirely in coffee - no additives, just 100% pure coffee.
www.justcoffeeart.com
Coffee Art is a unique technique developed by Karen Eland to express her creative imagination. The original paintings displayed on this website are created entirely out of espresso on watercolor paper.
www.coffee-art.com
Coffee painting produces everlasting shining. The coffee-on-canvas paintings resemble antique sepia effect. Painting with coffee gets the old-look effect.
www.coffee-paintings.com
www.justcoffeeart.com
Coffee Art is a unique technique developed by Karen Eland to express her creative imagination. The original paintings displayed on this website are created entirely out of espresso on watercolor paper.
www.coffee-art.com
Coffee painting produces everlasting shining. The coffee-on-canvas paintings resemble antique sepia effect. Painting with coffee gets the old-look effect.
www.coffee-paintings.com
You Can Buy Diamond In Bits And Pieces
New Business Models: (via Times News Network) Moinak Mitra writes:
Diamonds are forever but can’t be bought loose. That’s when the Rs 3,467-crore Gitanjali group had this gem of an idea. Starting August 15, diamonds ranging from 0.25 to 1-carat will be loosely available in retail. The company calls them Ezee Diamonds, and has released 500 such boxes on Independence Day. A box may have one big diamond of, say, 2-carat, or several small diamond pieces measuring up to 1-carat, and so on and so forth. So every box will have different carat-age. And for the first time, like prices of bullion, Ezee diamond prices will be listed and updated fortnightly across the media by the Mumbai-based Ezee Diamond Council. ET gets the sparkle on the loose. For one, the mood at the Gitanjali headquarters in Mumbai is ebullient. “This is the first time diamonds would be available loose and priced pegged to changing global benchmarks,” says Mehul Choksi, managing director of Gitanjali group. “Prices would be updated every fortnight and moderated by the Ezee Diamond Council, which consists of 8-10 representatives from different verticals of the diamond industry,” he adds. ET learns that some of the moderators doing the rounds hail from International Gemological Institute, Retailers’ Association of India, Diamond Trading Company, Indian Institute of Jewellery, Gem & Jewellery Export Promotion Council, Franchise India Holding. “The council has been specially set up to keep track of the Ezee Diamonds. It’s a fair and transparent module, which ensures an unbiased way of pricing the diamonds. Consumers can be sure of the quality of the diamonds and the price they are paying for it,” says Nilesh Shah, head, Diamond Panel Committee, Gem & Jewellery Export Promotion Council. The road ahead looks easy too. “In a year, we can do more than a million boxes. The cheapest diamond box would be available for Rs 5,000 and go up to Rs 5-lakh,” says Anuj Rakyan, vice president – retail, Gitanjali group. The Ezee diamond initiative is in line with the company’s mass-market strategy to make diamonds more affordable. In 1994, the group launched its Gili brand of jewellery across retail and popularised the 18-carat gold concept. Today, Gitanjali is present in the market with a wide spectrum of gem and jewellery brands catering to most market segments. Mr Choksi wanted “to make diamonds more affordable to the middle-class”. The fortnightly pricing on I-Day is another step to that end.
Diamonds are forever but can’t be bought loose. That’s when the Rs 3,467-crore Gitanjali group had this gem of an idea. Starting August 15, diamonds ranging from 0.25 to 1-carat will be loosely available in retail. The company calls them Ezee Diamonds, and has released 500 such boxes on Independence Day. A box may have one big diamond of, say, 2-carat, or several small diamond pieces measuring up to 1-carat, and so on and so forth. So every box will have different carat-age. And for the first time, like prices of bullion, Ezee diamond prices will be listed and updated fortnightly across the media by the Mumbai-based Ezee Diamond Council. ET gets the sparkle on the loose. For one, the mood at the Gitanjali headquarters in Mumbai is ebullient. “This is the first time diamonds would be available loose and priced pegged to changing global benchmarks,” says Mehul Choksi, managing director of Gitanjali group. “Prices would be updated every fortnight and moderated by the Ezee Diamond Council, which consists of 8-10 representatives from different verticals of the diamond industry,” he adds. ET learns that some of the moderators doing the rounds hail from International Gemological Institute, Retailers’ Association of India, Diamond Trading Company, Indian Institute of Jewellery, Gem & Jewellery Export Promotion Council, Franchise India Holding. “The council has been specially set up to keep track of the Ezee Diamonds. It’s a fair and transparent module, which ensures an unbiased way of pricing the diamonds. Consumers can be sure of the quality of the diamonds and the price they are paying for it,” says Nilesh Shah, head, Diamond Panel Committee, Gem & Jewellery Export Promotion Council. The road ahead looks easy too. “In a year, we can do more than a million boxes. The cheapest diamond box would be available for Rs 5,000 and go up to Rs 5-lakh,” says Anuj Rakyan, vice president – retail, Gitanjali group. The Ezee diamond initiative is in line with the company’s mass-market strategy to make diamonds more affordable. In 1994, the group launched its Gili brand of jewellery across retail and popularised the 18-carat gold concept. Today, Gitanjali is present in the market with a wide spectrum of gem and jewellery brands catering to most market segments. Mr Choksi wanted “to make diamonds more affordable to the middle-class”. The fortnightly pricing on I-Day is another step to that end.
Paua Shell
Paua, New Zealand’s largest iridescent nacreous abalone has been known under a variety of pseudonyms, such as rainbow abalone, opal of the sea, sea ear, mutton fish, and Venus looking glass. Experts believe the strong iridescence in paua shell is due to diffraction + the diffraction color (s) are dependent on the thickness of the aragonite platelets.
Paua shell is routinely color enhanced by dyeing to hide commonly seen brownish patches. Visual observation may indicate the distinctive iridescent patterns of Paua shell, but if in doubt always consult a reputed expert or gem testing laboratory.
Paua
http://en.wikipedia.org/wiki/Paua
Paua shell is routinely color enhanced by dyeing to hide commonly seen brownish patches. Visual observation may indicate the distinctive iridescent patterns of Paua shell, but if in doubt always consult a reputed expert or gem testing laboratory.
Paua
http://en.wikipedia.org/wiki/Paua
Tuesday, August 28, 2007
Coatings For Gemstones And Other Decorative Objects
I found the link on treatments @ http://www.patentstorm.us/patents/7137275-claims.html educational and insightful.
For The Love Of God
The Economist profiles Jay Joplings, London's most ambitious contemporary gallerist + other viewpoints @ http://www.economist.com/daily/columns/artview/displaystory.cfm?story_id=9707227
Banking Facilities For The Politically Correct
Chaim Even-Zohar writes about diamond banker's dilema on financing the industry + the high administrative costs associated with the anti-money laundering and anti-terrorist financing compliance rules + other viewpoints @ http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24671
Synthetic Malachite
Today most synthetic malachites are produced in Russia. Visual identification may be difficult because they are virtually indistinguishable except by destructive /analytical tests, but the SG (specific gravity) values aren't the same.
Natural malachite = 3.87 – 3.92
Synthetic malachite = 3.61 – 3.70
Malachite
http://en.wikipedia.org/wiki/Malachite
Natural malachite = 3.87 – 3.92
Synthetic malachite = 3.61 – 3.70
Malachite
http://en.wikipedia.org/wiki/Malachite
Cameos: Gift From The Sea
Deborah Blumenthal writes about Cameo + Torre del Greco, the home of shell cameo carving industry + other viewpoints @ http://query.nytimes.com/gst/fullpage.html?sec=travel&res=9C05EEDD1738F936A3575BC0A962948260
Cameo
http://en.wikipedia.org/wiki/Cameo
Cameo
http://en.wikipedia.org/wiki/Cameo
Monday, August 27, 2007
Can You Identify The Stone?
A 'maw' or window is polished in the boulder to allow inspection before the auction. This statement refers to the sale of: nephrite; jadeite; massive corundum; alexandrite.
Ray Kroc Speaks
If you work just for money, you'll never make it, but if you love what you're doing and you always put the customer first, success will be yours.
Buddha Speaks
Do not believe in anything simply because you have heard it. Do not believe in anything simply because it is spoken and rumored by many. Do not believe in anything simply because it is found written in your religious books. Do not believe in anything merely on the authority of your teachers and elders. Do not believe in traditions because they have been handed down for many generations. But after observation and analysis, when you find that anything agrees with reason and is conducive to the good and benefit of one and all, then accept it and live up to it.
Due Diligence: Arkady Gaidamak Is Pro-Government
Chaim Even-Zohar profiles Arkady Gaidamak, his business interests in Russia and Africa + other viewpoints @ http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24723
Saturday, August 25, 2007
Art 2008
9th International Art Conference on Non-destructive Investigation and Analysis will focus on items of cultural heritage, but will have implications for gem testing.
Useful link:
www.isas.co.il/art2008
Useful link:
www.isas.co.il/art2008
Can You Identify The Stone?
A triplet is composed of poor quality, or colorless material used for crown and pavilion cemented at the girdle with a layer of colored cement. The triplet described is likely to be: emerald; jadeite; corundum; red tourmaline
Greatest Film Directors
31. Tim Burton
32. James Cameron
33. Jonathan Demme
34. Brian De Palma
35. Clint Eastwood
32. James Cameron
33. Jonathan Demme
34. Brian De Palma
35. Clint Eastwood
Looking At Art
Arthur C. Danto writes about Saul Steinberg's artistic and philosophical interpretation of drawings + other viewpoints @ http://artnews.com/issues/article.asp?art_id=2162
Dubai Launches World’s First Fully Automated Color Grading Reports
Chaim Even-Zohar writes about Dubai’s International Diamond Laboratories (IDL) – the world’s only lab where the color grade is established totally by a state-of-the-art spectrograph, or, more precisely, the IDL Color Meter + new B2B concepts for traders + other viewpoints @ http://www.idexonline.com/portal_FullEditorial.asp
Lines Of Retzius
Anders Adolf Retzius (Stockholm, Sweden) was the first to describe the beautiful markings on elephant ivory known as ‘lines of Retzius’; today gemologists describe it as 'engine-turned' pattern in ivory.
According to Robert Webster, they appear as ‘striae of different shades of cream proceeding in the arc of a circle and forming by their decussations (lines crossing to form overlapping ‘X’ patterns) minute curvilinear lozenge-shaped spaces which appear like an engine turning…..These ‘lines of Retzius’, as they are called, are seen only in ivory from the elephants, and are not apparent in ivory from the other animals….The engine turning (pattern of overlapping X’s) is not seen in the imitations, and provides a certain check on the piece being ivory. The lines of Retzius…are due to the dentine being permeated with fine thread-like canals filled with a brownish gelatinous substance, which in life conducts the nerve fibrils. These fine canals extend outward from the pulp (central nerve and blood vessel) cavity of the tusk in flattened spirals of opposite hands, and it is these dense pores with their gelatinous contents which give to ivory its beautiful polish and exceptional elasticity.’ (Webster, 1983, p. 590)
The experts believe the dentine portion of ivory is roughly 70% mineral matter (mostly calcium phosphate in the form of apatite) and 30% organic matter (collagen, a complex protein), while enamel is roughly 99% mineral matter (mostly apatite) and 1% organic matter, making it durable and hardnest substance produced by the body (human/animal). Elephant ivory from traditional sources + ivory from extinct elephant species such as the Mastodon and Mammoth + the teeth of hippopotamus, walrus, narwhal, sperm (or cachalot) whale, wild boar and wart hog may be used for jewelry and works of art.
According to Robert Webster, they appear as ‘striae of different shades of cream proceeding in the arc of a circle and forming by their decussations (lines crossing to form overlapping ‘X’ patterns) minute curvilinear lozenge-shaped spaces which appear like an engine turning…..These ‘lines of Retzius’, as they are called, are seen only in ivory from the elephants, and are not apparent in ivory from the other animals….The engine turning (pattern of overlapping X’s) is not seen in the imitations, and provides a certain check on the piece being ivory. The lines of Retzius…are due to the dentine being permeated with fine thread-like canals filled with a brownish gelatinous substance, which in life conducts the nerve fibrils. These fine canals extend outward from the pulp (central nerve and blood vessel) cavity of the tusk in flattened spirals of opposite hands, and it is these dense pores with their gelatinous contents which give to ivory its beautiful polish and exceptional elasticity.’ (Webster, 1983, p. 590)
The experts believe the dentine portion of ivory is roughly 70% mineral matter (mostly calcium phosphate in the form of apatite) and 30% organic matter (collagen, a complex protein), while enamel is roughly 99% mineral matter (mostly apatite) and 1% organic matter, making it durable and hardnest substance produced by the body (human/animal). Elephant ivory from traditional sources + ivory from extinct elephant species such as the Mastodon and Mammoth + the teeth of hippopotamus, walrus, narwhal, sperm (or cachalot) whale, wild boar and wart hog may be used for jewelry and works of art.
Friday, August 24, 2007
Can You Identify The Red Stone?
A red stone shows doubling of the back facets with 10x loupe and a line at 653 nm in the absorption spectrum. It is: synthetic ruby; ruby; zircon; tourmaline.
The Marketing Playbook
Good Books: (via Emergic) The Marketing Playbook by John Zagula and Richard Tong is about how to stay ahead with unique marketing vocabulary + commonsense in any market. It's a good book + you learn to think differently so that you are able to adapt to appropriate business environment (s) no matter where you live.
Jack Covert reviewed the book for 800-CEO-Blog:
There are two basic types of business books - descriptive and prescriptive. I gravitate toward the prescriptive. I like books that give 10 ways to solve a problem. Many business book readers are the same. They want a "how to" book to get them started. The Marketing Playbook by John Zagula and Richard Tong fits into this category perfectly.
While at Microsoft, the authors noticed patterns in the marketing plans the company was implementing. The main thing was there weren't many variations to the plans. In the book, they describe five "marketing plays" that will works for any situation. They have given them easy to remember names (Drag Race, Stealth, Best of Both, High-Low, and Platform). They describe in detail how to run each play, how to identify which play to run, and what play to run if the current one starts to fail.
Publisher’s Weekly wrote about the book (via Amazon):
This engaging primer contends that all marketing campaigns can be boiled down to five basic strategies, a typology distilled from the authors experience as marketing executives at Microsoft and as venture capitalists. The "plays," schematized with football diagrams, are: the "drag race," in which your product squares off against a single competitor in an attention-getting battle for market dominance; the "platform play" in which your product becomes the essential infrastructure for an entire industry (a Windows); the "stealth play," in which you go after markets ignored by larger competitors; the "best of both" play, in which your breakthrough product becomes all things to all men; and the "high-low" play, in which you pit both your deluxe high-end product line and your cheapo down-market line against a rival’s mediocre compromise offering.
The companion blog offers continuing insights on marketing.
Here is an excerpt from The Marketing Playbook by John Zagula and Richard Tong:
It may seem hard to believe, but our experience with hundreds of businesses and their specific challenges has shown over and over that there is always one obvious basic strategy that’s right for the situation. Once selected, your play becomes a starting point; it’s your path, your line of attack. From it, the rest of your in-market action plan comes to life.
Remember that there are only five plays to pick from. Here they are:
Drag Race: In some circumstances, your best bet calls for singling out one competitor and putting the pedal to the metal racing against them to win the category. This can be quite exciting, so it’s a really tempting choice. But you better have what it takes to beat them over the finish line.
Platform: Success can be hell. Once you’ve secured a lead in your category, you have to hold on to it and make the most of it. Standing on your platform at the top of the category, you need to be on the lookout. You must gather allies and defenses. Sounds kind of boring. But it’s essential. Success begets envy and you never know from where a new challenger is likely to emerge.
Stealth: Just because you’re not strong enough yet to win the battle doesn’t mean you can’t win the war. In this play, you undermine the status quo in your market by whittling away at the incumbent’s weak points. And maybe even by making them look foolish. But remember, you still have to stay out of their way and survive. Big, dumb, slow competitors can still squish you.
Best-of-Both: Go ahead, have your cake and eat it, too. While in many cases the smart decision is to focus, requiring a trade-off at the high-end or low-end of the market, in the right circumstances you don’t have to. With this play, instead you gain dominance over the whole of the category by collapsing these two ends. If you appeal to the most important needs of each part of the market, you can win them all.
High-Low: Compromise is for weaklings. With this play, you try to close out the competition by splitting the category and owning both halves. It takes a lot of finesse, but when you need to keep a competitor from establishing a Best-of-Both foothold, you need to appeal to the distinct prejudices of both the elites and the common folk, the high end and the cheap. This is the hardest play to manage, but if it’s done right, you’ll achieve high volumes and high margins at the same time.
In choosing the right play, there are some important questions you will need to ask yourself. Different plays are best suited to different conditions. Different plays require different strengths. Do you have the right ones to pull off your choice? Some plays are riskier than others. How tough are your nerves? Depending on the play, succeeding can take a long time. Do you have the time, patience, and resources? After all that, how big is the goal you’re after? Is it achievable? Is it worth it?
Jack Covert reviewed the book for 800-CEO-Blog:
There are two basic types of business books - descriptive and prescriptive. I gravitate toward the prescriptive. I like books that give 10 ways to solve a problem. Many business book readers are the same. They want a "how to" book to get them started. The Marketing Playbook by John Zagula and Richard Tong fits into this category perfectly.
While at Microsoft, the authors noticed patterns in the marketing plans the company was implementing. The main thing was there weren't many variations to the plans. In the book, they describe five "marketing plays" that will works for any situation. They have given them easy to remember names (Drag Race, Stealth, Best of Both, High-Low, and Platform). They describe in detail how to run each play, how to identify which play to run, and what play to run if the current one starts to fail.
Publisher’s Weekly wrote about the book (via Amazon):
This engaging primer contends that all marketing campaigns can be boiled down to five basic strategies, a typology distilled from the authors experience as marketing executives at Microsoft and as venture capitalists. The "plays," schematized with football diagrams, are: the "drag race," in which your product squares off against a single competitor in an attention-getting battle for market dominance; the "platform play" in which your product becomes the essential infrastructure for an entire industry (a Windows); the "stealth play," in which you go after markets ignored by larger competitors; the "best of both" play, in which your breakthrough product becomes all things to all men; and the "high-low" play, in which you pit both your deluxe high-end product line and your cheapo down-market line against a rival’s mediocre compromise offering.
The companion blog offers continuing insights on marketing.
Here is an excerpt from The Marketing Playbook by John Zagula and Richard Tong:
It may seem hard to believe, but our experience with hundreds of businesses and their specific challenges has shown over and over that there is always one obvious basic strategy that’s right for the situation. Once selected, your play becomes a starting point; it’s your path, your line of attack. From it, the rest of your in-market action plan comes to life.
Remember that there are only five plays to pick from. Here they are:
Drag Race: In some circumstances, your best bet calls for singling out one competitor and putting the pedal to the metal racing against them to win the category. This can be quite exciting, so it’s a really tempting choice. But you better have what it takes to beat them over the finish line.
Platform: Success can be hell. Once you’ve secured a lead in your category, you have to hold on to it and make the most of it. Standing on your platform at the top of the category, you need to be on the lookout. You must gather allies and defenses. Sounds kind of boring. But it’s essential. Success begets envy and you never know from where a new challenger is likely to emerge.
Stealth: Just because you’re not strong enough yet to win the battle doesn’t mean you can’t win the war. In this play, you undermine the status quo in your market by whittling away at the incumbent’s weak points. And maybe even by making them look foolish. But remember, you still have to stay out of their way and survive. Big, dumb, slow competitors can still squish you.
Best-of-Both: Go ahead, have your cake and eat it, too. While in many cases the smart decision is to focus, requiring a trade-off at the high-end or low-end of the market, in the right circumstances you don’t have to. With this play, instead you gain dominance over the whole of the category by collapsing these two ends. If you appeal to the most important needs of each part of the market, you can win them all.
High-Low: Compromise is for weaklings. With this play, you try to close out the competition by splitting the category and owning both halves. It takes a lot of finesse, but when you need to keep a competitor from establishing a Best-of-Both foothold, you need to appeal to the distinct prejudices of both the elites and the common folk, the high end and the cheap. This is the hardest play to manage, but if it’s done right, you’ll achieve high volumes and high margins at the same time.
In choosing the right play, there are some important questions you will need to ask yourself. Different plays are best suited to different conditions. Different plays require different strengths. Do you have the right ones to pull off your choice? Some plays are riskier than others. How tough are your nerves? Depending on the play, succeeding can take a long time. Do you have the time, patience, and resources? After all that, how big is the goal you’re after? Is it achievable? Is it worth it?
Portrait Of A Prince
The Economist writes about Raphael (1483-1520) + its quality and historical significance + the price war among collectors + other viewpoints @ http://www.economist.com/research/articlesBySubject/displaystory.cfm?subjectid=7933608&story_id=9461335
EU Wants To Foster Anti-Cartel Popular Class Action Culture In Europe
Chaim Even-Zohar writes about the EU Antitrust Commissioner + the methodology that favors consumers + other viewpoints @ http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25031
Study: Why Girls Like Pink
CoCo Masters writes about human color vision + why women like the color pink + color selection experiment results + other viewpoints @ http://www.time.com/time/health/article/0,8599,1654371,00.html
Brilliant!
Brilliant!
Topaz Blue & Déjà Vu
(via JCK) Robert Weldon writes about irradiated blue topaz + Nuclear Regulatory Commission (NRC) licensing requirements + radiation sources + other viewpoints @ http://www.jckonline.com/article/CA6471137.html
Tasmanian Gemstones
Gemologists interested in gemstones and ornamental materials of Tasmania (Australia) should visit the website of Mineral Resources Tasmania @ http://www.mrt.tas.gov.au
Latest info on the gem mineral deposits of Tasmania (Australia) @
Occurrences of Gemstone Minerals in Tasmania (Eighth Edition) (April 2006)
Latest info on the gem mineral deposits of Tasmania (Australia) @
Occurrences of Gemstone Minerals in Tasmania (Eighth Edition) (April 2006)
Thursday, August 23, 2007
Can You Identify The Stone?
Six red stones are known to be ruby, spinel, garnet, zircon, paste and tourmaline. Only one stone will not sink in methyelene iodide, therefore it is tourmaline.
Gemstone Buying Lessons
- You must have patience and discipline.
- More money is lost by players who know what the right thing to do is, but don't do it, than for any other reason ( Ken Warren)
- Buying gemstone (s) is a game of incomplete information.
- You must understand probablities.
- You must understand human nature (especially your own). Gemstones don't cheat, it's the people who cheat, all the time.
- You must control your emotions.
- We have met the enemy......and he is us (Pogo).
- You must have the best eye, best hand, or get out.
- Regret, anger, self-pity may not be good for your health.
- Always do the right thing.
- The purpose of buying gemstone (s) is to make money.
- You must learn by analyzing your mistakes.
- More money is lost by players who know what the right thing to do is, but don't do it, than for any other reason ( Ken Warren)
- Buying gemstone (s) is a game of incomplete information.
- You must understand probablities.
- You must understand human nature (especially your own). Gemstones don't cheat, it's the people who cheat, all the time.
- You must control your emotions.
- We have met the enemy......and he is us (Pogo).
- You must have the best eye, best hand, or get out.
- Regret, anger, self-pity may not be good for your health.
- Always do the right thing.
- The purpose of buying gemstone (s) is to make money.
- You must learn by analyzing your mistakes.
What Great Managers Do
Good Books: (via Emergic) The One Thing You Need to Know : ... About Great Managing, Great Leading, and Sustained Individual Success by Marcus Buckingham is a real gem. The way he analyses the real world situation (s) makes sense. Sometimes we see, but don't see; sometimes we listen, but don't listen. Managing people requires special skills + insight + passion to find solutions. It's a good read.
The March 2005 issue of Harvard Business Review has an article by Buckingham based on the book.
Buckingham writes: Great leaders tap into the needs and fears we all share. Great managers, by contrast, perform their magic by discovering, developing, and celebrating what’s different about each person who works for them. This is the central premise of the book.
Brand Autopsy has a few excerpts from the HBR article:
Great managers play chess, not checkersAverage managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. Great managers know and value the unique abilities and even the eccentricities of their employees, and they learn how best to integrate them into a coordinated plan of attack.
Identifying a person’s strengthsTo identify a person’s strengths, first ask, What was the best day at work you’ve had in the past three months? Find out what the person was doing and why he enjoyed it so much.
Remember: A strength is not merely something you are good at. In fact, it might be something you aren’t good at yet. It might be just a predilection, something you find so intrinsically satisfying that you look forward to doing it again and again and getting better at it over time. This question will prompt your employee to start thinking about his interests and abilities from this perspective.
Great Managers find ways to amplify a person’s style. Great managers don’t try to change a person’s style. They never try to push a knight to move in the same way as a bishop.They know that their employees will differ in how they think, how they build relationships, how altruistic they are, how patient they can be, how much of an expert they need to be, how prepared they need to feel, what drives them, what challenges them, and what their goals are. These differences of trait and talent are like blood types: They cut across the superficial variations of race, sex, and age and capture the essential uniqueness of each individual.
ManyWorlds adds:To become a great manager, Buckingham says, you need to know three things about each of your person: their strengths, so that you can focus on those while helping them overcome their weaknesses; the triggers that activate those strengths, recognition being the primary recommendation; and how they learn so you can tailor your management style to fit those who analyze, those who do, and those who watch.
In an interview with ComputerWorld, he said:
The job of the leader is to rally people toward a better future. It's externally focused, optimistic, ego-driven. Leaders see the present, but the future is even more vivid to them. The key skill is to cut through individual differences and tap into those things all of us share: fear of the future and the need for clarity.
The role of the manager is very internally focused: to turn one person's talent into performance; to ask, "Who is the person? What is his or her unique style of learning? What unique trigger must I squeeze to get the best out of him?" The challenge is to find what's unique and capitalize on it. It's really different but hugely important in a company. It's a role that's been undervalued.
People think of managers as leaders in waiting, but these are two very different abilities. The manager's role is catalytic. A great manager speeds up the reaction between the talent of people and the goals of the company. When that role is not valued, reactions are slowed down. If you want to know the future of a company, look at the quality of the managers.
Many IT managers would love it if all programmers thought alike, but a great manager knows that's absolute bunkum. A great manager figures out who's the knight, the queen, the pawn. He coordinates all those very different abilities and contributions into the service of the overall plan. He builds a team out of individuals.
Great managers talk about strengths -not things you can do well, but things that strengthen you. They're appetites as much as abilities - things you're drawn toward. A weakness isn't something you're bad at; it's something that drains, bores or frustrates you. An IT manager ought to be able to find out, for example, that this person loves to pull together and stay till midnight to meet that deadline. That urgency, passion, camaraderie makes him feel alive. Others need to go step by step and see the timeline and stick to it very religiously - never get behind the eight ball.
In the IT world, where it's "Do it for me yesterday," it's pretty important to know which of your people love that pressure and which are drained by it. If crunch time weakens you, you can't learn to love it. You can do it once or twice and then you'll quit -- psychologically or physically.
Watch to see what people are drawn to. Managers more often focus on weaknesses, but great managers know that will get you incremental improvement. If you invest in strengths, you get exponential improvement -- a much better return on investment.
This is what Buckingham has to say about learning styles:
Analyzers crave information. They love preparation and role playing. They take a task apart, examine the pieces and put it back together. They want to absorb all there is to know about a subject before they begin. They hate mistakes. Don't expect them to wing it; give them the time and the tools to prepare.
Doers learn by trial and error. Preparation bores them. They want a quick overview of the desired outcomes and then they're good to go. Start them with a simple task and gradually increase the complexity until they've mastered their roles.
Watchers like to see the total performance so they can learn how each part relates to all the others. Formal education and preparation leave them cold. Let a watcher shadow a successful performer so he can see the big picture.
The March 2005 issue of Harvard Business Review has an article by Buckingham based on the book.
Buckingham writes: Great leaders tap into the needs and fears we all share. Great managers, by contrast, perform their magic by discovering, developing, and celebrating what’s different about each person who works for them. This is the central premise of the book.
Brand Autopsy has a few excerpts from the HBR article:
Great managers play chess, not checkersAverage managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. Great managers know and value the unique abilities and even the eccentricities of their employees, and they learn how best to integrate them into a coordinated plan of attack.
Identifying a person’s strengthsTo identify a person’s strengths, first ask, What was the best day at work you’ve had in the past three months? Find out what the person was doing and why he enjoyed it so much.
Remember: A strength is not merely something you are good at. In fact, it might be something you aren’t good at yet. It might be just a predilection, something you find so intrinsically satisfying that you look forward to doing it again and again and getting better at it over time. This question will prompt your employee to start thinking about his interests and abilities from this perspective.
Great Managers find ways to amplify a person’s style. Great managers don’t try to change a person’s style. They never try to push a knight to move in the same way as a bishop.They know that their employees will differ in how they think, how they build relationships, how altruistic they are, how patient they can be, how much of an expert they need to be, how prepared they need to feel, what drives them, what challenges them, and what their goals are. These differences of trait and talent are like blood types: They cut across the superficial variations of race, sex, and age and capture the essential uniqueness of each individual.
ManyWorlds adds:To become a great manager, Buckingham says, you need to know three things about each of your person: their strengths, so that you can focus on those while helping them overcome their weaknesses; the triggers that activate those strengths, recognition being the primary recommendation; and how they learn so you can tailor your management style to fit those who analyze, those who do, and those who watch.
In an interview with ComputerWorld, he said:
The job of the leader is to rally people toward a better future. It's externally focused, optimistic, ego-driven. Leaders see the present, but the future is even more vivid to them. The key skill is to cut through individual differences and tap into those things all of us share: fear of the future and the need for clarity.
The role of the manager is very internally focused: to turn one person's talent into performance; to ask, "Who is the person? What is his or her unique style of learning? What unique trigger must I squeeze to get the best out of him?" The challenge is to find what's unique and capitalize on it. It's really different but hugely important in a company. It's a role that's been undervalued.
People think of managers as leaders in waiting, but these are two very different abilities. The manager's role is catalytic. A great manager speeds up the reaction between the talent of people and the goals of the company. When that role is not valued, reactions are slowed down. If you want to know the future of a company, look at the quality of the managers.
Many IT managers would love it if all programmers thought alike, but a great manager knows that's absolute bunkum. A great manager figures out who's the knight, the queen, the pawn. He coordinates all those very different abilities and contributions into the service of the overall plan. He builds a team out of individuals.
Great managers talk about strengths -not things you can do well, but things that strengthen you. They're appetites as much as abilities - things you're drawn toward. A weakness isn't something you're bad at; it's something that drains, bores or frustrates you. An IT manager ought to be able to find out, for example, that this person loves to pull together and stay till midnight to meet that deadline. That urgency, passion, camaraderie makes him feel alive. Others need to go step by step and see the timeline and stick to it very religiously - never get behind the eight ball.
In the IT world, where it's "Do it for me yesterday," it's pretty important to know which of your people love that pressure and which are drained by it. If crunch time weakens you, you can't learn to love it. You can do it once or twice and then you'll quit -- psychologically or physically.
Watch to see what people are drawn to. Managers more often focus on weaknesses, but great managers know that will get you incremental improvement. If you invest in strengths, you get exponential improvement -- a much better return on investment.
This is what Buckingham has to say about learning styles:
Analyzers crave information. They love preparation and role playing. They take a task apart, examine the pieces and put it back together. They want to absorb all there is to know about a subject before they begin. They hate mistakes. Don't expect them to wing it; give them the time and the tools to prepare.
Doers learn by trial and error. Preparation bores them. They want a quick overview of the desired outcomes and then they're good to go. Start them with a simple task and gradually increase the complexity until they've mastered their roles.
Watchers like to see the total performance so they can learn how each part relates to all the others. Formal education and preparation leave them cold. Let a watcher shadow a successful performer so he can see the big picture.
Up In Arms
The Economist writes about Mrs G.E.P (Jane Penrice Benson) one of the world’s leading scholars and dealers of antique English silver + her passion for collecting edged weapons + other viewpoints @ http://www.economist.com/research/articlesBySubject/displaystory.cfm?subjectid=7933608&story_id=9532950
Chaim Even-Zohar
I think Chaim Even-Zohar is the best diamond industry analyst in the world. Anyone interested in the diamond business should listen to Even-Zohar’s words of wisdom. Who would ever have imagined that GIA would have to reinvent itself after the Certifigate scandal? Even-Zohar’s prophecies did come true. The GIA case is now closed; they have learnt the lessons the hard way. Bill Boyajian resigned, and Donna Baker took over the leadership of GIA. Good luck!
Crime Pays… But Payback Time is Coming
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25070
Bill Boyajian’s Fall From Grace
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25423
GIA Settlement Raises Some Questions About “Standards” – But The Court Case Is Over! (Revised)
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25011
Rap’s GIA Connections
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24832
Certified Profits
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24799
Certifigate": Now The Cover-Up
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24755
Certifigate: No Bribe without a Briber
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24697
Privileged Access
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24657
Crime Pays… But Payback Time is Coming
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25070
Bill Boyajian’s Fall From Grace
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25423
GIA Settlement Raises Some Questions About “Standards” – But The Court Case Is Over! (Revised)
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25011
Rap’s GIA Connections
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24832
Certified Profits
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24799
Certifigate": Now The Cover-Up
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24755
Certifigate: No Bribe without a Briber
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24697
Privileged Access
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=24657
Salvador Dali’s Art-In-Jewels
2007: I have always been fascinated by Salvador Dali's art + his imaginative concepts. I really liked his art + the interpretations.
(The Australian Gemmologist, Vol.11, No.5, February 1972) P B Lapworth writes:
In June and July of 1971 an exhibition of Art-in-Jewels by Salvador Dali was shown at the Whitechapel Art Gallery in London. This collection is the property of the Owen Cheatham Foundation of New York, which permits its loan to raise funds for charitable, educational and religious purposes; in this case the exhibition was in aid of the Institute of Child Health, the medical school of the Great Ormond Street Hospital for Sick Children. Some of Dali’s paintings and drawings were also shown.
Dali felt that since Faberge, importance had been given to gems alone, and that ‘imaginative jewelry creations and precious objects d’art had virtually disappeared as a form of art….Inspired by the artists of Renaissance, Dali decided to design jewels to show the jeweler’s art in true perspective—where, as in the work of Cellini, the design and craftsmanship are to be valued above the material worth of the gold and precious stones used in their creation. From this decision came jewels rare in concept, exquisite in execution and with extraordinary appeal as works of art.
Dali’s sketch designs were on view in the exhibition; he personally selected every stone to be used, and the jewels were made by Alemany & Co, New York, in close collaboration with him, and with Charles Vaillant.
‘Rare in concept’ they certainly are, and ‘exquisite in execution’, undoubtedly. But as to the ‘extraordinary appeal as works of art’….. this can only by a matter of taste. Of the 36 exhibits, some appeared to your correspondent to be grotesque and without charm; others were just plain vulgar, so that some of the truly fabulous materials seem to have been misused and the consummate craftsmanship misapplied.
For instance, No. 34 ‘Pax Vobiscum’ (Peace be with you), despite its giant topaz and exquisite peridots, held no appeal for the writer. It is difficult to convey in words any idea of these extraordinary creations, so the catalogue description must suffice. It reads: ‘An Icon of extreme beauty (?) encompassed by a frame of rough-textured 18-karat gold and mounted on a background of sculptured 20-karat gold leaf. The hinged and moving gold-framed door contains a magnificent Gothic-shaped amber topaz weighing 1311.40 carats. The slowly moving door when open reveals the face of the Savior as conceived by Dali, and painted in oils by him. A sunburst crown of platinum spikes pave’ with diamonds, surmounts the head; while the entire surface is criss-crossed with rays of 18-karat gold, interspaced with a total of 84 acid-green peridots mined from the islands of the Red Sea…’
Like the above, many of the exhibits have moving parts, which makes them fascinating to watch and display the scintillating beauty of the gemstones to great advantage. For instance in No.28 ‘The Royal Heart’ a ruby-set interior pulsates, and in No.32, ‘The Falling Angel’ the wings, moving rhythmically, are encrusted with diamonds. But the loveliest of these is No.36 ‘The Psychedelic Flower’— ‘The lattice-work of sculptured 18-karat gold becomes transformed into a flowering bloom; in the center of each of the 96 geometric designs is suspended a shimmering spinel from Ceylon, in a myriad of colors, to a total of 284.16 carats. Rotating slowly and implanted in a bed of tiny uncut rubies totaling 252.20 carats, a single 18-karat golden stem arises from an exquisitely crafted container of blue Russian lapis lazuli in a mosaic of 75 single pieces, joined together by an overlay of vein-like 18-karat gold in a free-form design.’
Other objects of great beauty were: No.6 ‘Twig Cross,’ whose upper golden limb sprouts emerald leaves, its crosspiece carrying a diamond pave’ swag, which drips ruby drops of blood; No. 14 ‘Explosion’— ‘diamonds, rubies and lapis lazuli bursting from a mound of fluorite to signify the resources of earth and spirit available to all who will seek—the symbolization of radiance and life, the antithesis of decay and death.’
However a visitor to this exhibition may react to the individual work of art, no gemologist could be anything but entranced by the gemstones, used as they are with such lavishness and splendor. Some individual ones are of outstanding size and quality; in No.29 ‘The Angel Cross’ a sculpture 30 inches high, a huge topaz from Brazil, weighing 1687 carats, and quite flawless, forms a door (the door of the tabernacle and the Gate of Heaven) which opens and closes; in No.30 ‘The Space Elephant’ an aquamarine obelisk, mounted on the elephant’s back, weighs 4460 carats; in No.31 ‘The Spider of the Night’ there is an emerald-cut kunzite of pinkish-lilac hue of 208.43 carats. An 89.41 carat sapphire of cornflower blue represents the star born when an angel falls (in The Falling Angel, mentioned earlier), No.33 ‘Daphne’ contains a ‘large topaz of chartreuse color, weighing approximately 4000 carats….possibly the only stone of its kind in existence today’; (in the subdued lighting of the exhibition, however, the stone appeared almost colorless).
In the New York Graphic Society’s handsome pictorial presentation ‘Dali, a Study of his Art-in-Jewels’ which displays color photographs of the exhibits in the Cheatham Collection, Dali writes that his jewels and objects d’art are not intended to ‘rest soullessly in steel vaults.’ He continued: ‘Without an audience, without the presence of spectators, these jewels would not fulfill the function for which they came into being. The viewer, then, is the ultimate artist. His sight, heart, mind—fusing with and grasping with greater or lesser understanding the intent of the creator—gives them life.’
(The Australian Gemmologist, Vol.11, No.5, February 1972) P B Lapworth writes:
In June and July of 1971 an exhibition of Art-in-Jewels by Salvador Dali was shown at the Whitechapel Art Gallery in London. This collection is the property of the Owen Cheatham Foundation of New York, which permits its loan to raise funds for charitable, educational and religious purposes; in this case the exhibition was in aid of the Institute of Child Health, the medical school of the Great Ormond Street Hospital for Sick Children. Some of Dali’s paintings and drawings were also shown.
Dali felt that since Faberge, importance had been given to gems alone, and that ‘imaginative jewelry creations and precious objects d’art had virtually disappeared as a form of art….Inspired by the artists of Renaissance, Dali decided to design jewels to show the jeweler’s art in true perspective—where, as in the work of Cellini, the design and craftsmanship are to be valued above the material worth of the gold and precious stones used in their creation. From this decision came jewels rare in concept, exquisite in execution and with extraordinary appeal as works of art.
Dali’s sketch designs were on view in the exhibition; he personally selected every stone to be used, and the jewels were made by Alemany & Co, New York, in close collaboration with him, and with Charles Vaillant.
‘Rare in concept’ they certainly are, and ‘exquisite in execution’, undoubtedly. But as to the ‘extraordinary appeal as works of art’….. this can only by a matter of taste. Of the 36 exhibits, some appeared to your correspondent to be grotesque and without charm; others were just plain vulgar, so that some of the truly fabulous materials seem to have been misused and the consummate craftsmanship misapplied.
For instance, No. 34 ‘Pax Vobiscum’ (Peace be with you), despite its giant topaz and exquisite peridots, held no appeal for the writer. It is difficult to convey in words any idea of these extraordinary creations, so the catalogue description must suffice. It reads: ‘An Icon of extreme beauty (?) encompassed by a frame of rough-textured 18-karat gold and mounted on a background of sculptured 20-karat gold leaf. The hinged and moving gold-framed door contains a magnificent Gothic-shaped amber topaz weighing 1311.40 carats. The slowly moving door when open reveals the face of the Savior as conceived by Dali, and painted in oils by him. A sunburst crown of platinum spikes pave’ with diamonds, surmounts the head; while the entire surface is criss-crossed with rays of 18-karat gold, interspaced with a total of 84 acid-green peridots mined from the islands of the Red Sea…’
Like the above, many of the exhibits have moving parts, which makes them fascinating to watch and display the scintillating beauty of the gemstones to great advantage. For instance in No.28 ‘The Royal Heart’ a ruby-set interior pulsates, and in No.32, ‘The Falling Angel’ the wings, moving rhythmically, are encrusted with diamonds. But the loveliest of these is No.36 ‘The Psychedelic Flower’— ‘The lattice-work of sculptured 18-karat gold becomes transformed into a flowering bloom; in the center of each of the 96 geometric designs is suspended a shimmering spinel from Ceylon, in a myriad of colors, to a total of 284.16 carats. Rotating slowly and implanted in a bed of tiny uncut rubies totaling 252.20 carats, a single 18-karat golden stem arises from an exquisitely crafted container of blue Russian lapis lazuli in a mosaic of 75 single pieces, joined together by an overlay of vein-like 18-karat gold in a free-form design.’
Other objects of great beauty were: No.6 ‘Twig Cross,’ whose upper golden limb sprouts emerald leaves, its crosspiece carrying a diamond pave’ swag, which drips ruby drops of blood; No. 14 ‘Explosion’— ‘diamonds, rubies and lapis lazuli bursting from a mound of fluorite to signify the resources of earth and spirit available to all who will seek—the symbolization of radiance and life, the antithesis of decay and death.’
However a visitor to this exhibition may react to the individual work of art, no gemologist could be anything but entranced by the gemstones, used as they are with such lavishness and splendor. Some individual ones are of outstanding size and quality; in No.29 ‘The Angel Cross’ a sculpture 30 inches high, a huge topaz from Brazil, weighing 1687 carats, and quite flawless, forms a door (the door of the tabernacle and the Gate of Heaven) which opens and closes; in No.30 ‘The Space Elephant’ an aquamarine obelisk, mounted on the elephant’s back, weighs 4460 carats; in No.31 ‘The Spider of the Night’ there is an emerald-cut kunzite of pinkish-lilac hue of 208.43 carats. An 89.41 carat sapphire of cornflower blue represents the star born when an angel falls (in The Falling Angel, mentioned earlier), No.33 ‘Daphne’ contains a ‘large topaz of chartreuse color, weighing approximately 4000 carats….possibly the only stone of its kind in existence today’; (in the subdued lighting of the exhibition, however, the stone appeared almost colorless).
In the New York Graphic Society’s handsome pictorial presentation ‘Dali, a Study of his Art-in-Jewels’ which displays color photographs of the exhibits in the Cheatham Collection, Dali writes that his jewels and objects d’art are not intended to ‘rest soullessly in steel vaults.’ He continued: ‘Without an audience, without the presence of spectators, these jewels would not fulfill the function for which they came into being. The viewer, then, is the ultimate artist. His sight, heart, mind—fusing with and grasping with greater or lesser understanding the intent of the creator—gives them life.’
Wednesday, August 22, 2007
Can You Identify The Stone?
A blue gemstone has an R.I of 1.542-1.551 and shows pleochroism to the naked eye. The dichroscope reveals dark violet blue, medium blue and light yellow. The gemstone is: Iolite
Do You Have Any Advice Or Words Of Wisdom For People Starting Their Own Businesses?
Here is what Rajesh Jain (via Emergic) has to say:
Based on my experience (s), there are three things that I’d like to tell people starting their own businesses:
- Dream Big: I think vision is very important. More than anything else, it is the vision thing that drives an entrepreneur. Passion comes from the vision, the ability to see a future that is different from today. It is this future that the entrepreneur seeks to create. This is the higher-level purpose that an entrepreneur has to build something that does not exist, to explore horizons that others have not. Never be afraid to dream big, but then also take steps to make that dream a reality.
- Use Failure as a Teacher: An entrepreneur must be prepared to experience and learn from failure. As an entrepreneur, there will be more down-days than up-days. These days and periods test the entrepreneur's patience. There are times when one may feel like just giving up. But one must persevere. Failure and success are two sides of the same coin. One will come with the other. Success hides the problems, failures magnify them. It is failure that teaches us how to do things right provided we are prepared to accept failure and learn from it.
- Combine Optimism with Realism: Even as entrepreneurs are the ultimate optimists (and they have to be), that has to be tempered with the ability to also confront reality. A balance is needed. In the early stages of a venture, it is only the optimism of the entrepreneur that will help tide over the challenges. But as time goes on, it is also necessary to do course correction based on the reality of the situation. Entrepreneurs have to be careful not to be blind-sided by developments, and for this it is necessary to expose themselves to alternate viewpoints.
I liked it.
Based on my experience (s), there are three things that I’d like to tell people starting their own businesses:
- Dream Big: I think vision is very important. More than anything else, it is the vision thing that drives an entrepreneur. Passion comes from the vision, the ability to see a future that is different from today. It is this future that the entrepreneur seeks to create. This is the higher-level purpose that an entrepreneur has to build something that does not exist, to explore horizons that others have not. Never be afraid to dream big, but then also take steps to make that dream a reality.
- Use Failure as a Teacher: An entrepreneur must be prepared to experience and learn from failure. As an entrepreneur, there will be more down-days than up-days. These days and periods test the entrepreneur's patience. There are times when one may feel like just giving up. But one must persevere. Failure and success are two sides of the same coin. One will come with the other. Success hides the problems, failures magnify them. It is failure that teaches us how to do things right provided we are prepared to accept failure and learn from it.
- Combine Optimism with Realism: Even as entrepreneurs are the ultimate optimists (and they have to be), that has to be tempered with the ability to also confront reality. A balance is needed. In the early stages of a venture, it is only the optimism of the entrepreneur that will help tide over the challenges. But as time goes on, it is also necessary to do course correction based on the reality of the situation. Entrepreneurs have to be careful not to be blind-sided by developments, and for this it is necessary to expose themselves to alternate viewpoints.
I liked it.
Welch On Winning
Good Books: (via Emergic) Winning by Jack Welch, with Suzy Welch as co-author is an interesting book with lots of tips on managing people + self evaluation + results. I liked the concept.
Newsweek did a cover story on the book and Welch recently, and carried an excerpt:
Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach and build self confidence.
The team with the best players usually does win. And that is why, very simply, you need to invest the vast majority of your time and energy as a leader in three activities.
You have to evaluate making sure the right people are in the right jobs, supporting and advancing those who are, and moving out those who are not.You have to coach guiding, critiquing and helping people to improve their performance in every way.
And finally, you have to build self-confidence pouring out encouragement, caring and recognition. Self-confidence energizes, and it gives your people the courage to stretch, take risks and achieve beyond their dreams. It is the fuel of winning teams.
Too often, managers think that people development occurs once a year in performance reviews. That's not even close. It should be a daily event, integrated into every aspect of your regular goings-on. Customer visits are a chance to evaluate your sales force. Plant tours are an opportunity to meet promising new line managers. A coffee break at a meeting is an opening to coach a team member about to give his first major presentation. Think of yourself as a gardener, with a watering can in one hand and a can of fertilizer in the other. Occasionally you have to pull some weeds, but most of the time, you just nurture and tend. Then watch everything bloom.
This is what Jack Welch has to say on hiring people:
Before you even think about assessing people for a job, they have to pass through three screens.
The first test is for integrity. People with integrity tell the truth, and they keep their word.
The second test is for intelligence. The candidate has a strong dose of intellectual curiosity, with a breadth of knowledge to work with or lead other smart people in today's complex world.
The third ticket to the game is maturity; the ability to handle stress and setbacks, and enjoy success with equal parts of joy and humility.
I then apply the 4-E (And 1-P) Framework for hiring that I've found consistently effective, year after year, across businesses and borders. The first E is positive energy. It means the ability to go go go to thrive on action and relish change. The second E is the ability to energize others, and inspire them to take on the impossible. The third is edge, the courage to make tough yes-or-no decisions. The fourth E is execute the ability to get the job done. Then I look for that final P, passion, a heartfelt, deep and authentic excitement about work.
Newsweek did a cover story on the book and Welch recently, and carried an excerpt:
Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach and build self confidence.
The team with the best players usually does win. And that is why, very simply, you need to invest the vast majority of your time and energy as a leader in three activities.
You have to evaluate making sure the right people are in the right jobs, supporting and advancing those who are, and moving out those who are not.You have to coach guiding, critiquing and helping people to improve their performance in every way.
And finally, you have to build self-confidence pouring out encouragement, caring and recognition. Self-confidence energizes, and it gives your people the courage to stretch, take risks and achieve beyond their dreams. It is the fuel of winning teams.
Too often, managers think that people development occurs once a year in performance reviews. That's not even close. It should be a daily event, integrated into every aspect of your regular goings-on. Customer visits are a chance to evaluate your sales force. Plant tours are an opportunity to meet promising new line managers. A coffee break at a meeting is an opening to coach a team member about to give his first major presentation. Think of yourself as a gardener, with a watering can in one hand and a can of fertilizer in the other. Occasionally you have to pull some weeds, but most of the time, you just nurture and tend. Then watch everything bloom.
This is what Jack Welch has to say on hiring people:
Before you even think about assessing people for a job, they have to pass through three screens.
The first test is for integrity. People with integrity tell the truth, and they keep their word.
The second test is for intelligence. The candidate has a strong dose of intellectual curiosity, with a breadth of knowledge to work with or lead other smart people in today's complex world.
The third ticket to the game is maturity; the ability to handle stress and setbacks, and enjoy success with equal parts of joy and humility.
I then apply the 4-E (And 1-P) Framework for hiring that I've found consistently effective, year after year, across businesses and borders. The first E is positive energy. It means the ability to go go go to thrive on action and relish change. The second E is the ability to energize others, and inspire them to take on the impossible. The third is edge, the courage to make tough yes-or-no decisions. The fourth E is execute the ability to get the job done. Then I look for that final P, passion, a heartfelt, deep and authentic excitement about work.
A Man For All Seasons
The Economist writes about Richard Green, Britain’s leading art dealer, and one of the most influential figures in the international art world + his views on the state of the art market (My experience is that whatever is out of fashion today will certainly become fashionable again in the not-too-distant future) @ http://www.economist.com/research/articlesBySubject/displaystory.cfm?subjectid=7933608&story_id=9638209
Famous Jewelry Collectors
Stefano Papi + Alexandra Rhodes reveals the stories of jewels owned by the rich and famous, along with a peek into the glamorous lives + glittering collections. It's an interesting book about fine jewelry.
Here is a review from Library Journal (via Amazon):
Eighteen magnificent jewelry collections are shown here in clear, vibrant photos of the actual pieces, along with photos of their owners wearing them. The collectors were some of the most glamorous of the 20th century: actresses, an opera singer, royalty, aristocrats, and society women. The fascinating lives of these women are intertwined with accounts of how each acquired her jewelry, when and where she was seen wearing the jewels, and, most interesting of all, the various metamorphoses of many of the pieces of jewelry. Originals and resettings are depicted, as seemingly "old-fashioned" bracelets, brooches, necklaces, rings, and earrings were redesigned to ensure that their owners would remain in the height of fashion. The authors, both directors at Sotheby's, provide the sort of information appearing in auction catalogs that few readers probably have the chance to see. This beautifully produced, very readable book is highly recommended for public and academic library decorative art collections.
This is what the book description says:
An extraordinary treasure trove of fabulous necklaces, bracelets, rings, brooches, and earrings owned by the rich and famous.
For many centuries the collecting of precious gems and the jewelry fashioned from them was the exclusive prerogative of kings and queens, emperors, popes, and maharajahs. But in the last hundred years movie goddesses, opera singers, industrialists, real-estate investors, and rock stars have joined those with the means to deck themselves in glittering bracelets, rings, necklaces, and earrings.
Most of what we know about the jewelry collections of recent times has been revealed though the auctions that have taken place after the collectors' deaths. The famous sale of 1987 uncovered the full extent of the dazzling pieces that belonged to the Duchess of Windsor. By the same token, as this book so handsomely shows, the collections of society women such as Barbara Hutton can now be appreciated and described in detail. Among the royals and aristocrats are Umberto II of Italy, HRH the Princess Royal (Princess Mary) of Great Britain, and the noble German family of Thurn and Taxis; from the world of film and entertainment come the collections of stars like Merle Oberon, Joan Crawford, and Ava Gardner.
Here is a review from Library Journal (via Amazon):
Eighteen magnificent jewelry collections are shown here in clear, vibrant photos of the actual pieces, along with photos of their owners wearing them. The collectors were some of the most glamorous of the 20th century: actresses, an opera singer, royalty, aristocrats, and society women. The fascinating lives of these women are intertwined with accounts of how each acquired her jewelry, when and where she was seen wearing the jewels, and, most interesting of all, the various metamorphoses of many of the pieces of jewelry. Originals and resettings are depicted, as seemingly "old-fashioned" bracelets, brooches, necklaces, rings, and earrings were redesigned to ensure that their owners would remain in the height of fashion. The authors, both directors at Sotheby's, provide the sort of information appearing in auction catalogs that few readers probably have the chance to see. This beautifully produced, very readable book is highly recommended for public and academic library decorative art collections.
This is what the book description says:
An extraordinary treasure trove of fabulous necklaces, bracelets, rings, brooches, and earrings owned by the rich and famous.
For many centuries the collecting of precious gems and the jewelry fashioned from them was the exclusive prerogative of kings and queens, emperors, popes, and maharajahs. But in the last hundred years movie goddesses, opera singers, industrialists, real-estate investors, and rock stars have joined those with the means to deck themselves in glittering bracelets, rings, necklaces, and earrings.
Most of what we know about the jewelry collections of recent times has been revealed though the auctions that have taken place after the collectors' deaths. The famous sale of 1987 uncovered the full extent of the dazzling pieces that belonged to the Duchess of Windsor. By the same token, as this book so handsomely shows, the collections of society women such as Barbara Hutton can now be appreciated and described in detail. Among the royals and aristocrats are Umberto II of Italy, HRH the Princess Royal (Princess Mary) of Great Britain, and the noble German family of Thurn and Taxis; from the world of film and entertainment come the collections of stars like Merle Oberon, Joan Crawford, and Ava Gardner.
Dyed Coral
(via Gems & Gemology, Spring 2007) Here is what Maggie Campbell Pedersen has to say about dyed coral.
I was surprised that no mention was made of Bamboo coral, belonging to the genus Isis, as, in my experience, that is the coral type that we frequently encounter in modern, lower-end jewelry and carvings. It is available at every fair, market, and in the less exclusive shop.
White it is true that expensive or antique red coral items tend to be Corallium corals—dyed or not—there are masses of bamboo coral about that are simulating red Corallium coral. Bamboo coral also has the striations that are typical of Corallium corals, but whereas the Corallium’s striations are very fine—0.25 to 0.5mm apart—those of bamboo coral are ~ 1mm apart, so the two corals are easily distinguishable. Further, bamboo coral items often show a hint of the nodes of horny material that separate the internodes of calcium carbonate. These do not occur in Corallium corals and so help with identification. As regards color, bamboo coral does not naturally occur in red, so any bamboo coral encountered in red (and quite often orange) is dyed, and therefore does not need to be tested. I feel that to omit mention of bamboo corals altogether could lead your readers to believe that any coral displaying striations is a Corallium coral which needs to be tested. This is not the case.
I was surprised that no mention was made of Bamboo coral, belonging to the genus Isis, as, in my experience, that is the coral type that we frequently encounter in modern, lower-end jewelry and carvings. It is available at every fair, market, and in the less exclusive shop.
White it is true that expensive or antique red coral items tend to be Corallium corals—dyed or not—there are masses of bamboo coral about that are simulating red Corallium coral. Bamboo coral also has the striations that are typical of Corallium corals, but whereas the Corallium’s striations are very fine—0.25 to 0.5mm apart—those of bamboo coral are ~ 1mm apart, so the two corals are easily distinguishable. Further, bamboo coral items often show a hint of the nodes of horny material that separate the internodes of calcium carbonate. These do not occur in Corallium corals and so help with identification. As regards color, bamboo coral does not naturally occur in red, so any bamboo coral encountered in red (and quite often orange) is dyed, and therefore does not need to be tested. I feel that to omit mention of bamboo corals altogether could lead your readers to believe that any coral displaying striations is a Corallium coral which needs to be tested. This is not the case.
Nummite
Nummite is a gemstone from Greenland. It was discovered by Peter Appel, a Danish geologist of the Greenland Geological Survey while prospecting for wolfram (tungsten) in Godthãb Fjord.
The overall color of nummite is brown, with golden inclusions oriented in many directions. The material is opaque, with a specific gravity of about 3.20, and a spot refractive index of approximately 1.65.
At first the gemstone was called Nukkite, after the Greenland capital, Nuuk (Godthãb); then changed to Nummite, which means ‘from Nuuk’. It is an attractive stone.
The overall color of nummite is brown, with golden inclusions oriented in many directions. The material is opaque, with a specific gravity of about 3.20, and a spot refractive index of approximately 1.65.
At first the gemstone was called Nukkite, after the Greenland capital, Nuuk (Godthãb); then changed to Nummite, which means ‘from Nuuk’. It is an attractive stone.
Tuesday, August 21, 2007
Greatest Films
The films I like:
Patton (1970)
Magnolia (1999)
The Best Years of Our Lives (1946)
Manhattan (1979)
Casino (1995)
All the King’s Men (1949)
Anna and the King of Siam (1946)
Apocalypse Now (1979)
The Birds (1963)
The Cider House Rules (1999)
Patton (1970)
Magnolia (1999)
The Best Years of Our Lives (1946)
Manhattan (1979)
Casino (1995)
All the King’s Men (1949)
Anna and the King of Siam (1946)
Apocalypse Now (1979)
The Birds (1963)
The Cider House Rules (1999)
The Daily Drucker
Good Books: (via Emergic) The Daily Drucker is a compilation of Drucker’s writings in easy-to-absorb capsules. The Daily Drucker is a must read + requires commitment + habitualize reading with action. It's not that easy.
He writes:
General George C. Marshall followed Five Simple Decision Steps in making people decisions. First, Marshall carefully thought about the assignment. Job descriptions may last a long time, but job assignments change all the time. Second, Marshall always looked at several qualified people. Formal qualifications, such as those listed in a resume, are no more than a starting point. Their absence disqualifies a candidate. However, the most important thing is that the person and assignment fit each other. To find the best fit, you need to consider at least three to five candidates. Third, Marshall studied the performance records of all three to five candidates to find what each did well. He looked at the candidates strengths. The things a person cannot do are of little importance; instead, you must concentrate on the things they can do and determine whether they are the right strengths for this particular assignment. Performance can only be built on strengths. Fourth, Marshall discussed the candidates with others who worked with them. The best information often comes through informal discussions with a candidate’s former bosses and colleagues. And fifth, once the decision was made, Marshall made sure the appointee understood the assignment. Perhaps the best way to do this is to ask the new person to carefully think over what they have to do to be a success, and then, ninety days into the job, have the person to commit it to writing.
This excerpt is via 800-CEO-Read:
Drucker’s primary contribution is not a single idea, but rather an entire body of work that has one gigantic advantage: nearly all of it is essentially right. Drucker has an uncanny ability to develop insights about the workings of the social world, and to later be proved right by history. His first book, The End of Economic Man, published in 1939, sought to explain the origins of totalitarianism; after the fall of France in 1940, Winston Churchill made it a required part of the book kit issued to every graduate of the British Officer’s Candidate School. His 1946 book The Concept of the Corporation analyzed the technocratic corporation, based upon an in-depth look at General Motors. It so rattled senior management in its accurate foreshadowing of future challenges to the corporate state that it was essentially banned at GM during the Sloan era. Drucker’s 1964 book was so far ahead of its time in laying out the principles of corporate strategy that his publisher convinced him to abandon the title Business Strategies in favor of Managing for Results, because the term strategy was utterly foreign to the language of business.
There are two ways to change the world: with the pen (the use of ideas) and with the sword (the use of power). Drucker chooses the pen, and has rewired the brains of thousands who carry the sword.
Drucker’s genius shines best in the short paragraph or single sentence that cuts through the clutter and messiness of a complex world and exposes a truth. Like a Zen poet, Drucker packs universal truth into just a few words; we can return to his teachings repeatedly, each time with a deeper level of understanding. This wonderful collection presents these pearls of insight in one place, where you can reflect upon them one at a time, without having to read all 10,000 pages.
He writes:
General George C. Marshall followed Five Simple Decision Steps in making people decisions. First, Marshall carefully thought about the assignment. Job descriptions may last a long time, but job assignments change all the time. Second, Marshall always looked at several qualified people. Formal qualifications, such as those listed in a resume, are no more than a starting point. Their absence disqualifies a candidate. However, the most important thing is that the person and assignment fit each other. To find the best fit, you need to consider at least three to five candidates. Third, Marshall studied the performance records of all three to five candidates to find what each did well. He looked at the candidates strengths. The things a person cannot do are of little importance; instead, you must concentrate on the things they can do and determine whether they are the right strengths for this particular assignment. Performance can only be built on strengths. Fourth, Marshall discussed the candidates with others who worked with them. The best information often comes through informal discussions with a candidate’s former bosses and colleagues. And fifth, once the decision was made, Marshall made sure the appointee understood the assignment. Perhaps the best way to do this is to ask the new person to carefully think over what they have to do to be a success, and then, ninety days into the job, have the person to commit it to writing.
This excerpt is via 800-CEO-Read:
Drucker’s primary contribution is not a single idea, but rather an entire body of work that has one gigantic advantage: nearly all of it is essentially right. Drucker has an uncanny ability to develop insights about the workings of the social world, and to later be proved right by history. His first book, The End of Economic Man, published in 1939, sought to explain the origins of totalitarianism; after the fall of France in 1940, Winston Churchill made it a required part of the book kit issued to every graduate of the British Officer’s Candidate School. His 1946 book The Concept of the Corporation analyzed the technocratic corporation, based upon an in-depth look at General Motors. It so rattled senior management in its accurate foreshadowing of future challenges to the corporate state that it was essentially banned at GM during the Sloan era. Drucker’s 1964 book was so far ahead of its time in laying out the principles of corporate strategy that his publisher convinced him to abandon the title Business Strategies in favor of Managing for Results, because the term strategy was utterly foreign to the language of business.
There are two ways to change the world: with the pen (the use of ideas) and with the sword (the use of power). Drucker chooses the pen, and has rewired the brains of thousands who carry the sword.
Drucker’s genius shines best in the short paragraph or single sentence that cuts through the clutter and messiness of a complex world and exposes a truth. Like a Zen poet, Drucker packs universal truth into just a few words; we can return to his teachings repeatedly, each time with a deeper level of understanding. This wonderful collection presents these pearls of insight in one place, where you can reflect upon them one at a time, without having to read all 10,000 pages.
Gagosian The Great
Economist writes about Larry Gagosian, the king of the art world + his unique way of doing business + his ability to win the trust of both artists and collectors + other viewpoints @ http://www.economist.com/daily/columns/artview/displaystory.cfm?story_id=9673257
New Mountains Of Transparency
Chaim Even-Zohar writes about diamond and jewelry industry specific Anti-Money Laundering (AML) compliance programs + data collection constraints + administrative burdens and costs + the impact on worldwide diamond pipeline @ http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25103
Diamonds Are A Guerrilla's Best Friend
Ray Fisman writes about Angola's diamonds + Israeli diamantaire Lev Leviev + tragic mismatch between the social imperative to end war and the business imperatives of incumbent firms to maintain their entry barriers + other viewpoints @ http://www.slate.com/id/2172333
Fillers For Emerald Treatment
In the trade, gem chefs (dealers/treaters) use different types of fillers for emeralds. Ideally the fillers should be colorless and stable within the emerald, but treatments are always full of surprises. Here is list of fillers that are frequently used by gem chefs to improve color or clarity of emeralds from different sources.
- Araldite 6010 prepolymer resin
- (Merck) Cedarwood oil
- Unhardened Opticon
- (Schroeder) Paraffin oil
- (Sigma) Canada balsam mixed with Cedarwood oil
- (NOA) Norland Optical Adhesive, type 65
- Surface-hardened Opticon 224 prepolymer resin
- Green Opticon
- Joban oil
- (Grooms) ExCel
- Gematrat
- Permasafe
- Araldite 6010 prepolymer resin
- (Merck) Cedarwood oil
- Unhardened Opticon
- (Schroeder) Paraffin oil
- (Sigma) Canada balsam mixed with Cedarwood oil
- (NOA) Norland Optical Adhesive, type 65
- Surface-hardened Opticon 224 prepolymer resin
- Green Opticon
- Joban oil
- (Grooms) ExCel
- Gematrat
- Permasafe
Monday, August 20, 2007
Can You Identify This Stone?
(via The Canadian Gemmologist, Vol.III, No.4, Spring, 1982) Strongly pleochroic, with an R.I of 1.66 – 1.68, I can be green, yellow, or lilac colored, and occasionally a very beautiful and rare emerald green. Monoclinic with deeply etched crystals, I often have rutile needles in me, and am indeed sometimes mined more for my rutile than for my merit of my own. What a let down. What am I?
Answer: Spodumene
Answer: Spodumene
Greatest Films
The films I like:
The Great Dictator (1940)
Indiana Jones and the Last Crusade (1989)
Annie Hall (1977)
Ben-Hur (1959)
The Green Mile (1999)
Platoon (1986)
The Graduate (1967)
Butch Cassidy and the Sundance Kid (1969)
Gandhi (1982)
Judgment at Nuremberg (1961)
The Great Dictator (1940)
Indiana Jones and the Last Crusade (1989)
Annie Hall (1977)
Ben-Hur (1959)
The Green Mile (1999)
Platoon (1986)
The Graduate (1967)
Butch Cassidy and the Sundance Kid (1969)
Gandhi (1982)
Judgment at Nuremberg (1961)
Big Bang: The Origin Of The Universe
Good Books: (via Emergic) Simon Singh’s Big Bang: The Origin of the Universe is an interesting read.
Here is what the Publishers Weekly has to say (in a review on Amazon’s site):
It was cosmologist Fred Hoyle who coined the term "big bang" to describe the notion that the universe exploded out of nothing to kick-start space and time. Ironically, Hoyle himself espoused the steady state theory, positing that the universe is eternal and never really changes. Former BBC producer and science writer Singh (Fermat's Enigma) recounts in his inimitable down-to-earth style how the big bang theory triumphed. Readers will find here one of the best explanations available of how Cepheid stars are used to estimate the distance of other galaxies. Singh highlights some of the lesser-known figures in the development of the big bang theory, like Henrietta Leavitt, a volunteer "computer" at the Harvard College Observatory who in 1912 discovered how Cepheid stars can be used to measure galactic distances. Singh shows how the creation of the heavier elements was a major stumbling block to widespread adoption of the big bang until Hoyle (once again boosting the theory that he so fervently opposed) proved that they were created in stars' nuclear furnaces and strewn throughout the universe via supernova explosions. Readers who don't need a review of the early development of cosmology may wish that Singh had adopted a somewhat less leisurely pace. But his introductory chapters hold a lot of worthwhile material, clearly presented for the science buff and lay reader. There's no better account of the big bang theory than this.
His personal website has more info.
ReviewsOfBooks quotes Scientific American:
Singh spins out the drama with verve and wit. We meet scientists who are shy and retiring and others with a flair for contention, epic discoveries made serendipitously and beautiful theories shot down by intractable facts, a pooch named Kepler and a persistent pigeon that made its home in the Bell Labs telescope. This is a perfect book for anyone who wants to know what science is all about.
Here is what the Publishers Weekly has to say (in a review on Amazon’s site):
It was cosmologist Fred Hoyle who coined the term "big bang" to describe the notion that the universe exploded out of nothing to kick-start space and time. Ironically, Hoyle himself espoused the steady state theory, positing that the universe is eternal and never really changes. Former BBC producer and science writer Singh (Fermat's Enigma) recounts in his inimitable down-to-earth style how the big bang theory triumphed. Readers will find here one of the best explanations available of how Cepheid stars are used to estimate the distance of other galaxies. Singh highlights some of the lesser-known figures in the development of the big bang theory, like Henrietta Leavitt, a volunteer "computer" at the Harvard College Observatory who in 1912 discovered how Cepheid stars can be used to measure galactic distances. Singh shows how the creation of the heavier elements was a major stumbling block to widespread adoption of the big bang until Hoyle (once again boosting the theory that he so fervently opposed) proved that they were created in stars' nuclear furnaces and strewn throughout the universe via supernova explosions. Readers who don't need a review of the early development of cosmology may wish that Singh had adopted a somewhat less leisurely pace. But his introductory chapters hold a lot of worthwhile material, clearly presented for the science buff and lay reader. There's no better account of the big bang theory than this.
His personal website has more info.
ReviewsOfBooks quotes Scientific American:
Singh spins out the drama with verve and wit. We meet scientists who are shy and retiring and others with a flair for contention, epic discoveries made serendipitously and beautiful theories shot down by intractable facts, a pooch named Kepler and a persistent pigeon that made its home in the Bell Labs telescope. This is a perfect book for anyone who wants to know what science is all about.
Premier Guy Verhofstadt Declares HRD Board As “Illegal” In Belgian Version of “West Wing” Soap Opera
Chaim Even-Zohar writes about the real life drama between the premier of Belgium and HRD (I believe the problem has been solved, but it's an interesting spin; it could happen elsewhere) + other viewpoints @ http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25166
HRD’s Choice: Globalization Versus Nationalism
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25132
HRD’s Choice: Globalization Versus Nationalism
http://www.idexonline.com/portal_FullEditorial.asp?TextSearch=&KeyMatch=0&id=25132
Imperial Topaz Imitation
Natural deep yellow orange pink variety of topaz (imperial topaz) is rare and expensive. The important source for this gem is Ouro Preto, Minas Gerais, Brazil. For now there are no known synthetic imperial topaz, but common imitations such as synthetic spinel, citrine, spessartite garnet and glass are common at the source as well in the international colored stone markets. But lately more synthetic imperial topaz-like corundum (Verneuil/Flame Fusion), rough/cut are seen + for the unsuspecting buyer this could become a problem stone. Standard gemological tests will easily separate common imitations, but the intruders can be a problem when you have to deal with hundreds of stones in a parcel.
Elizabeth Taylor: My Love Affair With Jewelry
The book Elizabeth Taylor: My Love Affair With Jewelry by Elizabeth Taylor was recommended by my associate at one of our recent business meetings. Elizabeth Taylor is not a newcomer; she is an extraordinary celebrity from a different generation + the book delves into her nature + individuality + her unique taste (s) for collecting jewelry + the interesting men who always went the extra mile to make her happy via gemstones and jewelry. A good read.
Here is a review from Publisher's Weekly (via Amazon):
Taylor has presumably had love affairs with many things over the course of her illustrious life. Her acting career might be one, and her seven husbands might be others. But perhaps her one constant love affair is the lifelong one she's had with baubles, bangles and beads. In this dazzling book, Taylor shows off her collection, complementing the gorgeous color photographs with snippets about the provenance of each piece. "I mean, how many young women get a set of rubies just for doing something wholesome like swimming laps? Or win a diamond ring at Ping-Pong with their husband...? Well, I did, and for all of these memories and the people in my life I feel blessed," Taylor writes. She then launches into descriptions of the "glorious" ruby and diamond Cartier necklace from Mike Todd, the 33.19-carat Krupp diamond from Richard Burton ("When it came up for auction in the late 1960s, I thought how perfect it would be if a nice Jewish girl like me were to own it") and a crystal and diamond lily of the valley brooch from Rex Harrison ("You're the stingiest man alive," Taylor told Harrison, "...your giving me this pin would be doubly important because it would signify a personal triumph over your naturally stingy nature"). The photographs, many never before published, are a mix of catalogue-type photos and shots of Taylor wearing the items, creating not only a tremendous feast for the eyes but an entertaining waltz through a Hollywood icon's decadent life.
This is what the book description says:
"Here, in my own words and as I remember them, are my cherished stories about a lifetime of fun and love and laughter...I've never thought of my jewelry as trophies. I'm here to take care of it and to love it, for we are only temporary custodians of beauty."
-Elizabeth Taylor
She has mesmerized movie audiences since her debut in National Velvet at the age of twelve, dazzled both men and women with her luminous beauty and iconic presence, displayed shrewd business acumen by creating a line of fragrances with unparalleled success, and her AIDS activism has been a call to arms for people around the world. She is Hollywood's greatest living star and a living legend Elizabeth Taylor.
One of her greatest passions is jewelry, and over the years she has amassed one of the world's foremost collections. By the time she was in her thirties, Elizabeth Taylor already owned an outstanding set of Burmese rubies and diamonds from Cartier, a fantastic emerald and diamond suite from Bulgari, and the 33.19-carat Krupp diamond, a gift from Richard Burton. That ring was later eclipsed by a subsequent gift from Burton, when he bought a staggering 69.42-carat pear-shaped diamond. Newly named the Taylor-Burton Diamond, it catapulted Elizabeth Taylor into that rarefied pantheon of great jewelry collectors.
In this revealing book, Elizabeth Taylor offers a personal guided tour of her collection. She takes us into her confidence, sharing personal anecdotes, witty asides, and intimate reminiscences about her life, her loves, and her collection. Whether talking about the famous La Peregrina pearl, which was briefly abducted by a household pet, or chatting about a childhood gift to her mother, Elizabeth Taylor shows herself to be the most seductive of storytellers: direct, irreverent, and charming.
Complementing the stories are 125 stunning new photographs of her most remarkable pieces, specially commissioned for this book, and more than 150 rarely seen images (many from Elizabeth Taylor's personal collection) of the star wearing her jewelry over the course of almost sixty years. We see her as a young ingenue of fifteen wearing what would be the first of many charm bracelets, and again, equally dazzling, as a mature woman, wearing the famous Duchess of Windsor diamond brooch, which she purchased to benefit AIDS research.
Elizabeth Taylor: My Love Affair with Jewelry marks the first time this beautiful jewelry will be seen together as a collection. Lavishly produced and illustrated, the book has an introduction by the world-renowned authority on jewelry, François Curiel, of Christie's. It is for those who are enchanted by this most incandescent and enduring star, for those who cherish and dream of jewelry, and most importantly, for those who believe in the true meaning of love. This book is a fabulous display of unbelievable glamour, assembled over a lifetime, by one of the most extraordinary women in the world.
Here is a review from Publisher's Weekly (via Amazon):
Taylor has presumably had love affairs with many things over the course of her illustrious life. Her acting career might be one, and her seven husbands might be others. But perhaps her one constant love affair is the lifelong one she's had with baubles, bangles and beads. In this dazzling book, Taylor shows off her collection, complementing the gorgeous color photographs with snippets about the provenance of each piece. "I mean, how many young women get a set of rubies just for doing something wholesome like swimming laps? Or win a diamond ring at Ping-Pong with their husband...? Well, I did, and for all of these memories and the people in my life I feel blessed," Taylor writes. She then launches into descriptions of the "glorious" ruby and diamond Cartier necklace from Mike Todd, the 33.19-carat Krupp diamond from Richard Burton ("When it came up for auction in the late 1960s, I thought how perfect it would be if a nice Jewish girl like me were to own it") and a crystal and diamond lily of the valley brooch from Rex Harrison ("You're the stingiest man alive," Taylor told Harrison, "...your giving me this pin would be doubly important because it would signify a personal triumph over your naturally stingy nature"). The photographs, many never before published, are a mix of catalogue-type photos and shots of Taylor wearing the items, creating not only a tremendous feast for the eyes but an entertaining waltz through a Hollywood icon's decadent life.
This is what the book description says:
"Here, in my own words and as I remember them, are my cherished stories about a lifetime of fun and love and laughter...I've never thought of my jewelry as trophies. I'm here to take care of it and to love it, for we are only temporary custodians of beauty."
-Elizabeth Taylor
She has mesmerized movie audiences since her debut in National Velvet at the age of twelve, dazzled both men and women with her luminous beauty and iconic presence, displayed shrewd business acumen by creating a line of fragrances with unparalleled success, and her AIDS activism has been a call to arms for people around the world. She is Hollywood's greatest living star and a living legend Elizabeth Taylor.
One of her greatest passions is jewelry, and over the years she has amassed one of the world's foremost collections. By the time she was in her thirties, Elizabeth Taylor already owned an outstanding set of Burmese rubies and diamonds from Cartier, a fantastic emerald and diamond suite from Bulgari, and the 33.19-carat Krupp diamond, a gift from Richard Burton. That ring was later eclipsed by a subsequent gift from Burton, when he bought a staggering 69.42-carat pear-shaped diamond. Newly named the Taylor-Burton Diamond, it catapulted Elizabeth Taylor into that rarefied pantheon of great jewelry collectors.
In this revealing book, Elizabeth Taylor offers a personal guided tour of her collection. She takes us into her confidence, sharing personal anecdotes, witty asides, and intimate reminiscences about her life, her loves, and her collection. Whether talking about the famous La Peregrina pearl, which was briefly abducted by a household pet, or chatting about a childhood gift to her mother, Elizabeth Taylor shows herself to be the most seductive of storytellers: direct, irreverent, and charming.
Complementing the stories are 125 stunning new photographs of her most remarkable pieces, specially commissioned for this book, and more than 150 rarely seen images (many from Elizabeth Taylor's personal collection) of the star wearing her jewelry over the course of almost sixty years. We see her as a young ingenue of fifteen wearing what would be the first of many charm bracelets, and again, equally dazzling, as a mature woman, wearing the famous Duchess of Windsor diamond brooch, which she purchased to benefit AIDS research.
Elizabeth Taylor: My Love Affair with Jewelry marks the first time this beautiful jewelry will be seen together as a collection. Lavishly produced and illustrated, the book has an introduction by the world-renowned authority on jewelry, François Curiel, of Christie's. It is for those who are enchanted by this most incandescent and enduring star, for those who cherish and dream of jewelry, and most importantly, for those who believe in the true meaning of love. This book is a fabulous display of unbelievable glamour, assembled over a lifetime, by one of the most extraordinary women in the world.
Global Rough Diamond Production
The analysis by A J A (Bram) Janse (Diamond Consultant, Perth, Western Australia) is really interesting. He summarizes his views (via Gems & Gemology, Spring 2007) as follows:
The history of modern diamond production spans 135 years. Although alluvial deposits have been known since antiquity, diamond production from primary deposits (kimberlites and lamproites) commenced only in 1870s and has increased by leaps and bounds ever since to a staggering total of 4.5 billion carats.
It is interesting to note that nearly 20% of this total was produced during the last five years. During the last 10, nine new mines have commenced production or come very close: Nyurba and Arkhangelskaya (Russia); Ekati, Diavik, and Jericho (Canada); Murowa (Zimbabwe); and Catoca, Camafuca, Camatchia, and Camagico (Angola). Four additional advanced projects are waiting in the wings: Snap Lake, Victor, and Gahcho Kué (Canada); and Grib (Russia). This will more than counterbalance the closing of seven old mines. As it is predicted that demand for rough will outstrip production during the next five years, and a gap of $20 million in supply and demand by 2015 has been quoted, this new production can easily be accommodated in the diamond market.
Primary deposits were first discovered in South Africa and exploration spread from there to identify diamond-producing pipes in Tanzania (1940s), Siberia (1950s), Botswana (1960s), Angola (1970s), Australia and northwest Russia (1980s), and Canada and northwest Russia (1990s). Thus, it appears that at least one major diamond mine or field has been discovered every 10 years since the 1940s. If this trend continues, then a major new discovery is imminent. This may perhaps be in China, where prospecting for diamonds is being vigorously pursued at present.
The history of modern diamond production spans 135 years. Although alluvial deposits have been known since antiquity, diamond production from primary deposits (kimberlites and lamproites) commenced only in 1870s and has increased by leaps and bounds ever since to a staggering total of 4.5 billion carats.
It is interesting to note that nearly 20% of this total was produced during the last five years. During the last 10, nine new mines have commenced production or come very close: Nyurba and Arkhangelskaya (Russia); Ekati, Diavik, and Jericho (Canada); Murowa (Zimbabwe); and Catoca, Camafuca, Camatchia, and Camagico (Angola). Four additional advanced projects are waiting in the wings: Snap Lake, Victor, and Gahcho Kué (Canada); and Grib (Russia). This will more than counterbalance the closing of seven old mines. As it is predicted that demand for rough will outstrip production during the next five years, and a gap of $20 million in supply and demand by 2015 has been quoted, this new production can easily be accommodated in the diamond market.
Primary deposits were first discovered in South Africa and exploration spread from there to identify diamond-producing pipes in Tanzania (1940s), Siberia (1950s), Botswana (1960s), Angola (1970s), Australia and northwest Russia (1980s), and Canada and northwest Russia (1990s). Thus, it appears that at least one major diamond mine or field has been discovered every 10 years since the 1940s. If this trend continues, then a major new discovery is imminent. This may perhaps be in China, where prospecting for diamonds is being vigorously pursued at present.
Saturday, August 18, 2007
What Should A Jeweler Tell A Client About Emerald Treatment (s)?
As always, emeralds require maintenance and disclosure. I think Mary L Johnson's comment (s) via (Gems & Gemology, Summer 2007) was the best. I liked it.
'Like pearls, and unlike most diamonds, your emerald is a delicate stone. It has probably had its fissures filled and sealed in some fashion. You should clean it only with soap and water, and avoid ultrasonic cleaning or harsh chemicals. If you notice a change, bring it back and we will be happy to have it resealed (just as we would help you be cleaning your jewelry, or replacing watch batteries). If you are concerned about the extent to which it is enhanced, we can get a laboratory report for you.'
Now it's up to the gem and jewelry industry to act instead of endless talk.
'Like pearls, and unlike most diamonds, your emerald is a delicate stone. It has probably had its fissures filled and sealed in some fashion. You should clean it only with soap and water, and avoid ultrasonic cleaning or harsh chemicals. If you notice a change, bring it back and we will be happy to have it resealed (just as we would help you be cleaning your jewelry, or replacing watch batteries). If you are concerned about the extent to which it is enhanced, we can get a laboratory report for you.'
Now it's up to the gem and jewelry industry to act instead of endless talk.
The Only Sustainable Edge
Good Books: (via Emergic) John Hagel and John Seely Brown’s book The Only Sustainable Edge: Why Business Strategy Depends on Productive Friction and Dynamic Specialization explains how companies could become successful if they do the right thing. Bill Joy (Sun Microsystems co-founder) used to say: "there are always more smart people outside your company than within it." I think the bottom line is: find specialized business partners on a global scale. It's a good book.
The book has the following introduction:
Many firms have used outsourcing and offshoring to shave costs and reduce operating expenses. But as opportunities for innovation and growth migrate to the peripheries of companies, industries, and the global economy, efficiency will no longer be enough to sustain competitive advantage.
In Your Next Business Strategy, renowned business thinkers John Hagel and John Seely Brown argue that the only sustainable advantage in the future will come from an institutional capacity to work closely with other highly specialized firms to get better faster. Enabled by the emergence of global process networks, firms will undergo a three-stage transformation: deepening specialization within firms; mobilizing best-in-class capabilities across enterprises; and, ultimately, accelerating learning across broad networks of enterprises.
Hagel and Seely Brown discuss the strategic levers that will accelerate this migration, and they outline a new approach to strategy development that will help companies capture this shifting source of strategic advantage.
Calling for a forceful reinvention of business strategy and the very nature of the firm itself, this bold and forward-looking book reveals what every company must do today to become tomorrow’s market leader.
Here is an excerpt from the book:
When customers demand more and control more, a company cannot rely solely on its own capabilities, no matter how distinct. Similarly, a company will struggle to mobilize outside resources unless it can offer exceptional capabilities in return. After all, the best enterprises receive so many proposals to collaborate that they will likely form partnerships only with whoever provides truly compelling, unique value. And so the real strategic power comes when a company integrates and extends these two schools of thought, amplifying the value of its distinctive internal capabilities by creatively and aggressively harnessing complementary capabilities from other companies.
John Hagel blog.
The book has the following introduction:
Many firms have used outsourcing and offshoring to shave costs and reduce operating expenses. But as opportunities for innovation and growth migrate to the peripheries of companies, industries, and the global economy, efficiency will no longer be enough to sustain competitive advantage.
In Your Next Business Strategy, renowned business thinkers John Hagel and John Seely Brown argue that the only sustainable advantage in the future will come from an institutional capacity to work closely with other highly specialized firms to get better faster. Enabled by the emergence of global process networks, firms will undergo a three-stage transformation: deepening specialization within firms; mobilizing best-in-class capabilities across enterprises; and, ultimately, accelerating learning across broad networks of enterprises.
Hagel and Seely Brown discuss the strategic levers that will accelerate this migration, and they outline a new approach to strategy development that will help companies capture this shifting source of strategic advantage.
Calling for a forceful reinvention of business strategy and the very nature of the firm itself, this bold and forward-looking book reveals what every company must do today to become tomorrow’s market leader.
Here is an excerpt from the book:
When customers demand more and control more, a company cannot rely solely on its own capabilities, no matter how distinct. Similarly, a company will struggle to mobilize outside resources unless it can offer exceptional capabilities in return. After all, the best enterprises receive so many proposals to collaborate that they will likely form partnerships only with whoever provides truly compelling, unique value. And so the real strategic power comes when a company integrates and extends these two schools of thought, amplifying the value of its distinctive internal capabilities by creatively and aggressively harnessing complementary capabilities from other companies.
John Hagel blog.
Greatest Film Directors
21. Fritz Lang
22. John Huston
23. Woody Allen
24. Luis Bunuel
25. Ernst Lubitsch
26. William Wyler
27. Cecil B. DeMille
28. Frank Capra
29. Pedro Almodovar
30. Robert Altman
22. John Huston
23. Woody Allen
24. Luis Bunuel
25. Ernst Lubitsch
26. William Wyler
27. Cecil B. DeMille
28. Frank Capra
29. Pedro Almodovar
30. Robert Altman
Greatest Films
The films I like:
The Bridge on the River Kwai (1957)
L.A. Confidential (1997)
Forrest Gump (1994)
Modern Times (1936)
All About Eve (1950)
Amadeus (1984)
Jaws (1975)
The Sting (1973)
The Apartment (1960)
The Wizard of Oz (1939)
The Bridge on the River Kwai (1957)
L.A. Confidential (1997)
Forrest Gump (1994)
Modern Times (1936)
All About Eve (1950)
Amadeus (1984)
Jaws (1975)
The Sting (1973)
The Apartment (1960)
The Wizard of Oz (1939)
Rembrandt: Myth, Legend, Truth
Sylvia Hochfield writes about Rembrandt + opinions and beliefs + Rembrandt Research Project’s ongoing Corpus of Rembrandt Paintings + Rembrandt’s spontaneous technique + other viewpoints @ http://artnews.com/issues/article.asp?art_id=2087
Namibia DTC: Testing Ground For The New Rough Distribution System
Chaim Even-Zohar writes about Namibia DTC (NDTC) + the new rough distribution system to local manufacturers + other viewpoints @ http://www.idexonline.com/portal_FullEditorial.asp
Can You Identify This Stone?
(via The Canadian Gemmologist, Vol.III, No.4, Spring, 1982) I, too, am sometimes found as a green stone, though you probably see me more often as red brown, white, blue, or golden colors. My R.I can vary considerably, as does my S.G. Usually you see me as tetragonal crystals, but if I am found as rolled pebbles, I am more nearly amorphous. Sometimes I show easily recognized absorption spectra, sometimes none at all. What am I?
Answer: Zircon
Answer: Zircon
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